有鑑於台灣跨國企業對於外派人員需求的上升與年輕世代的外派意願提高，本研究 以任職於台灣跨國企業的人資副總或專職負責外派人員管理的人資專員為調查對象，透過結構式線上問卷了解企業的外派管理措施，並採取實證分析的方式進行分析，線上問卷回收量為136份，扣除無效問卷後，有效問卷為126份。 研究結果發現：與他國跨國企業比較上，(1)在使用外派人員的原因上，台灣跨國企業與日本有部分相似；(2)在外派人員的甄選方式上，台灣跨國企業與日本並無相似；(3)在外派人員的甄選標準上，台灣跨國企業與日本是高度相似的；(4)在外派人員的語言訓練上，台灣跨國企業與日本並無相似。而以台灣國內分析上，(5)在使用外派人員的原因上，相較於全球化管理的跨國企業，集中式管理的跨國企業顯著聚焦於「控制海外單位的營運」；(6)在外派人員的甄選方式上，相較於集中式管理的跨國企業，在地化管理的跨國企業顯著聚焦於「文化意識評估」；(7)在外派人員的甄選標準上，相較於集中式管理的跨國企業，在地化管理的跨國企業顯著聚焦於「對於派遣地的認知」；(8)在外派人員的訓練方式上，相較於集中式管理與全球化管理的跨國企業，在地化管理的跨國企業顯著聚焦於「人文環境介紹」；(9)在外派人員的績效評核方式上，相較於集中式管理與在地化管理的跨國企業，全球化管理的跨國企業顯著聚焦於「在任務前已建立績效目標」； (10)相較於在地化管理與全球化管理的跨國企業，集中式管理的跨國企業較不重視外派人員的家庭措施。;Given that Taiwanese multinational corporations’ (MNC) demand for expatriate is rising and Millennials’ willingness to work abroad is especially high, this study surveyed Taiwanese MNCs’ vice presidents of the HR department, or the employees responsible for overseas assignment management through the online questionnaire. The results found were as below: When comparing to the expatriate management practices used by MNCs of other countries, (1) the staffing policies used by Taiwanese MNCs are partially similar with Japanese MNCs. (2) The selection procedures used by Taiwanese MNCs are not similar with Japanese MNCs. (3) The selection criteria use by Taiwanese MNCs are similar with Japanese MNCs. (4) The language training used by Taiwanese MNCs are not similar with Japanese MNCs. When comparing the expatriate management practices used by Taiwanese MNCs of different international management strategies, (5) with regard to the staffing policies, more emphasis was placed on “controlling the operations” for MNCs with centralized strategy than MNCs with global strategy. (6) With regard to the selection procedures, more emphasis was placed on “cultural awareness assessment” for MNCs with local strategy than MNCs with centralized strategy. (7) With regard to the selection criteria, more emphasis was placed on “knowledge of new locality” for MNCs with local strategy than MNCs with centralized strategy. (8) With regard to the training programs, more emphasis was placed on “cultural orientation” for MNCs with local strategy. (9) With regard to the performance evaluation methods, more emphasis was placed on “performance goals established prior to assignment” for MNCs with global strategy. (10) Little emphasis was put on the spouse/family practices for MNCs with centralized strategy.
