台商派駐大陸合資企業之管理人員的生活適應與該合資企業的人力資源管理

The Life Adjustment of Taiwanese Expatriate Managers and the Human Resource Management in Sino-Taiwanese Joint Ventures in Mainland China

10.6226/NTURM1999.9.2.1

黃國隆(Kuo-Long Huang)；黃敏萍(Ming-Ping Hwang)；蔡啟通(Chi-Tung Tsai)；陳惠芳(Huei-Fang Chen)

大陸台商 ； 駐外管理人員 ； 生活適應 ； 人力資源管理 ； 工作滿足 ； Taiwanese Expatriate Managers ； Sino-Taiwanese Joint Venture ； Life Adjustment ； Human Resource Management ； Job Satisfaction

臺大管理論叢

9卷2期（1999 / 03 / 01）

1 - 32

繁體中文

本研究的主要目的是針對台商派駐大陸合資企業的管理人員之生活適應及該合資企業的人力資源管理進行定性與定量之研究。本研究主要欲探討如下的問題： 1．台灣企業派駐大陸的管理人員之生活適應、工作滿足、組織承諾及組織公民行為之情況如何？ 2．台灣企業派駐大陸之管理人員的個人背景變項、個人適應能力、派駐大陸動機、有無駐外經驗、及環境變項等預測變項對效標變項（生活適應、工作滿足、組織承諾及組識公民行為）的影響如何？ 3．這些管理人員任職之大陸公司對一般員工的人力資源管理實務狀況如何？ 本研究之結果顯示： 一、台灣企業派駐大陸之管埋人員認為其本人與一般大陸人在「社會文化價值」上之差距不大。再者，台灣派駐大陸之管理人員對大陸的社會文化價值觀都有深刻的體認。此外，台灣派駐大陸之全業管理人員之「個人價值」與「公司的價值」兩者差距很小。

The main purpose of this study was to investigate the life adjustment of Taiwanese expatriate managers in Sino-Taiwanese joint ventures in mainland China. In addition, human resource management practices in these joint ventures were also explored. The results showed that: (1) Taiwanese expatriate managers believed that their socio-cultural values were not much different from those of mainland Chinese. Furthermore, Taiwanese expatriate managers understood quite well the socio-cultural values of mainland Chinese. In addition, there were a little differences between Taiwanese expatriate managers' values and their corporate values. (2) In general, the life adjustment of Taiwanese expatriate managers in mainland China was fair. It can be explained by the following reasons: a) The personal adaptability (including cross-cultural adaptability, interpersonal skill, conflict- resolution competency, et al.) was fair; b) 59% of Taiwanese expatriate managers did not live with their spouses in mainland China, and both their life adjustment and job satisfaction were worse than those living with their spouses; c) The administration support from headquarters in Taiwan was moderate; d) The work load of Taiwanese expatriate managers was a little bit overloaded, and there were some inconsistencies between the work demands from their mainland Chinese supervisors and those from their Taiwanese supervisors. (3) Taiwanese expatriate managers received moderate social support from their family, friends and mainland Chinese employees. In addition, the better social support the Taiwanese expatriate managers received, the better their life adjustment and job satisfaction. (4) Those Taiwanese expatriate managers who had better personal adaptability and were willing to work in mainland China had better life adjustment there. Furthermore, The degree of social support was the best prediction of life adjustment. (5) In general, the human resources management practices in the subsidiaries in mainland China were not much different from those in headquarters in Taiwan. And though the opportunities for personal growth and promotion were better in the subsidiaries in mainland China, personnel training-and-education was worse in the subsidiaries in mainland China than in headquarters.

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