| 摘要: | 隨著全球化的衝擊加劇，跨國公司面臨全球整合與因地制宜兩難的深化，當母公司制度應用在不同國家時，會因為子公司的產業市場、不同國籍的員工與當地文化等因素，使得跨國管理變得更加困難；同時，跨國公司也加速地追求全球化之整合效率，使得母子公司間同形的問題，更加突顯，從而在整合的架構與當地員工之間的磨合下，衍生出母子公司人力資源管理活動相似性的相關議題。 本研究以子公司的角度出發，探討子公司策略等因素如何影響母子公司人力資源管理活動之同形程度。這些子公司因素包含子公司特性、子公司事業策略、子公司業務附加價值、以及子公司在全球體系下之組織架構等。本研究以124家在外台商子公司為樣本，進行分析，發現了以下四點：第一，擁有充足資源的子公司，可能在追求最佳人力資源管理實務的過程中，與母公司產生同形的可能。第二，傾向成本領導策略的子公司，母公司越會以人力資源管理為控制機制，其母子公司人力資源管理相似性越高。第三，子公司若包含高附加價值的業務活動，子公司人力資源管理活動與母公司越不相似。第四，為了達到全球整合之目的，子公司在其全球體系下之橫向組織架構越趨於區域整合，其母子公司間人力資源管理活動相似程度越高。 本研究印證子公司因素與母子公司人力資源管理活動相似性確有深切的關聯。相較於其他子公司因素，策略因素才是母子公司同形的主導原因，外商公司應該從跨國企業之策略選擇，來考量母子公司間國際人力資源管理之議題。當組織著重成本與生產效率，可以人力資源管理為監控的工具。同時，隨著業務範圍的改變，子公司必須使其人力資源管理活動與附加價值的配合。而處於全球整合壓力下的母公司，可藉由跨子公司間支援管理業務的高度橫向連結，達到經濟規模的目標。不同的觀點可使得跨國公司在瞬息萬變的全球市場中應對自如，當母公司藉由多元觀點整合各個子公司的資源，並有效地運用人力資源管理滿足組織與當地的需求，可使得這些能力變成獨特的競爭優勢，成為馳騁全球市場中的佼佼者。 With the great impact of globalization, multinational corporations(MNCs) have to encounter the dilemmas of global integration and local responsiveness. The factors on the subsidiary’s market, employees’ multi-nationalities and local culture etc. make the multinational management more challengable, especially when considering whether MNCs should adopt one parent-oriented system in other different countries or not. Meanwhile, as MNCs tries best to pursue the efficiency of global integration, the problem of the isomorphism among MNC’s parent corporation and its subsidiaries stands out for drawing more attention and focus. This also results in the subjects of the similarity of human resource management(HRM) among MNC’s parent corporatioin and its subsidiaries. This rearch was undertaken to probe into how subsidiary’s strategy influences the HRM similarity from the perspective of affiliates. Those factors include, subsidiary’s characteristics, subsidiary’s business strategy, additional value, and subsidiary’s structure under the global system. The targeted objects of this research come from MNCs in Taiwan and it comes out four findings. First, subsidiaries with sufficient resources will resemble their parent corporations in the approach on best HRM practice. Second, when subsidiaries tend to adopt local cost leadership strategy, the parent corporations will use HRM as a control system. In this case, the subsidiaries’ HRM practices will more resemble their parent corporation. Third, the subsidiaries’ HRM practices will not resemble its parent corporation when subsidiaries’ functional activities are highly value-added. Forth, to achieve global integration, subsidiaries’ HRM practices will more resemble its parent corporations. This research finds that comparing with other factors, strategic issue is the main factor to conducing the isomorphism among the parent corporations and subsidiaries. The IHRM issues of multinational corporations should be considered from the strategic perspective. HRM can be a supervision means for MNCs to enhance the global cost and productivity effectiveness. On the other hand, subsidiaries must pursue HRM’s maximum added value to cope with the ever-changing industry environment. And as managing the pressure of global integration to obtain the competitiveness of economies scale, MNCs also should integrate the breadthways matrix of multinational management supporting mechanism. When MNCs integrate the resources of subsidiaries through the multi-perspectives and uses HRM effectively to satisfy the organization and local needs, it can turn the competencies into competitive advantages and contribute the company to march forward as a leading edge one in global market. |
