海外派遣人員甄選標準與其效果之知覺一致性分析　以海峽兩岸臺、美、日資企業外派人員為實證對象

Perceptual Correspondence Analysis between Expatriate Selection Criteria and Its Consequences an Empirical Study toward Taiwanese, American and Japanese Expatriates

10.6226/NTURM1999.9.2.33

吳萬益(Wann-Yih Wu)；譚大純(Tarn David D. C.)

外派人員 ； 甄選標準 ； 多國籍公司 ； 一致性分析 ； 跨國研究 ； Expatriate ； Selection Criteria ； Multinational Company MNCs ； Correspondence Analysis ； Cross-National Comparative Study.

臺大管理論叢

9卷2期（1999 / 03 / 01）

33 - 67

繁體中文

本研究應用多元尺度法(MDS)之一致性分析來探討外派人員甄選標準、外派者條件與其效果之關係性，並實證比較台灣、美國及日本籍多國籍企業(MNcs)對於派遣至海峽兩岸之外派人員甄選標準的重視程度。首先在經過文獻探討之後，建構一個具有25題項之甄選標準量表；此量表係依據兩大類構念，即「異文化接納度」及「工作相關技能」，進行建構。因素分析及Cronbach's Alpha檢定結果，顯示此25題項之甄選標準符合該兩項構念。三國問的比較指出，25個題項中有16項達顯著差異；而MNcs對外派人員工作技能的重視度高於異文化接納度。一致性分析結果顯示本研究的兩項假設，即「異文化接納度」會影響外派人員之生活適應，以及「工作相關技能」會影響外派人員之工作績效，皆獲得支持。另外並發現MNCs外派人員在生活適應上的表現不若其工作績效表現。

This study attempts to explore the relationship between MNCs' expatriate selection criteria and its consequences. The main purpose is to compare the relative concern of the selection criteria among Taiwanese, American and Japanese MNCs using the method of correspondence analysis by multidimensional scaling (MDS). Via an extensive review of the literature, the current article has develop a 25-item ”Expatriate Selection Criteria Scale” based on two principal constructs: ”Heter-Culture Acceptance” and ”Job Skill.” The factor analysis and test of Cronbach's alpha confirm the appropriateness of the scale in measuring these two constructs. Of the 25 expatriate selection items, sixteen of them reveal significant mean differences in the comparative study of the expatriates among the three countries in the test. Two hypotheses, ”Heter-Culture Acceptance” would impact on expatriates' host-life adaptation, while ”Job Skill” would impact on expatriates' job performance are proposed. The result of the correspondence analysis support these two hypotheses, and indicate that expatriates perform better in their jobs than in their host-life adaptation; and the MNCs are more concerned about the job-related skill than heter-culture Acceptance in evaluating these expatriate selection criteria.

1. Arthur, W., Bennett, W.(1995).The International Assignee: The Relative importance of Factors Perceived to Contribute to Success.Personnel Psychology,48(1)
2. Black, J. S., Mendenhall, Mark(1990).Cross-cultural training effectiveness: A review and A theoretical framework for future research.Academy of Management Review,15(1)
3. Black, J. S., Mendenhall, Mark(1991).The U-curve Adjustment Hypothesis Revisited: A Review and Theoretical Framework.Journal of International Business Studies,22(2)
4. Black, J. S., Stephens, G. K.(1989).The influence of the spouse on American expatriate adjustment and intent to stay in Pacific Rim overseas assignments.Journal of Management,15(4)
5. Brewster, C.(1988).Managing Expatriates.International Journal of Manpower,9(2)
6. Business International Corporation(1980).Compensating International Executives.New York:Business International Corporation.
7. Carrol, F. J. Jr., Green, P. E.(1989).Multidimensional Scaling: Concepts and Application.Boston:Allyn and Bacon.
8. Churchill, G. A. Jr.(1991).Marketing Research: Methodological foundations.IL:Dryden.
9. De Lopez, R. S.(1992).Moving to Mexico: New Job Location Also Means a New Home.Business Mexico,2(5)
10. Demirag, I. S.(1987).How UK Companies Measure Overseas Performance.Accountancy,March
11. Dowling, P. J.(1987).Human Resource Issues in International Business.Syracuse Journal of International Law ＆ Commerce,13(2)
12. Edkins, M.(1995).Making the Move From West to East.People Management,1(13)
13. Fukuda, K. J., Chu, P.(1994).Wrestling With Expatriate Family Problems: Japanese Experience in East Asia.International Studies of Management ＆ Organization,24(3)
14. Gonzalez, R. F., Negandhi, A. R.(1967).The United States Executive: His Orientation and Career Patterns.Michigan States University.
15. Hair, Jr. J. F., Anderson, R. E., Tatham, R. L., Black, W. C.(1995).Multivariate Data Analysis with Readings.Englewood Cliffs, New Jersey:Prentice Hall International.
16. Hannon, J. M., 黃英忠 Huang, Ing-Chung, 趙必孝 Jaw, Bih-Shiaw(1995).International Human Resource Strategy and its Determinants: The Case of Subsidiaries in Taiwan.Journal of International Business Studies,26(3)
17. Hill, J. S., Birdseye, M.(1989).Salesperson Selection in Multinational Corporations: An Empirical Study.Journal of Personal Selling ＆ Sales Management,9(2)
18. Hogan, G. W., Goodson, J. R.(1990).The Key to Expatriate Success.Training ＆ Development Journal,44(1)
19. Hoon, P. S., Sun, D. H., David, J. M.(1992).Local manager selection criteria for U. S. firms in Korea.Multinational Business Review,1(2)
20. Ioannou, L.(1995).Unnatural Selection.International Business,July
21. Joreskog, K. G., Sorbom, D.(1989).LISREL 7 User's Reference Guide.Mooresville, IN:Scientific Software Inc..
22. Maruyama, M.(1992).Lessons From Japanese Management Failures in Foreign Countries.Human Systems Management,11(1)
23. Mendenhall, M. E., Dunbar, E., Oddou, G. R.(1987).Expatriate Selection, Training and Career-Pathing: A Review and Critique.Human Resource Management,26(3)
24. Mendenhall, M., Oddou, G.(1986).Acculturation Profiles of Expatriate Managers: Implications for Cross-Cultural Training Programs.Columbia Journal of Word Business,21(4)
25. Nichollson, N.(1960).A Theory of Work Role Transitions.Administrative Science Quarterly,5(1)
26. Overman, S.(1992).The Right Package.HRMagazine,37(7)
27. Robbins(1992).Organizations Theory.Prentice-Hall.
28. Robison, R. D.(1978).International Business Management.Illinois:The Dryden, Press.
29. Rochardson, D. B., Rullo, V.(1992).Going Global: Are You Ready for an Overseas Assignment?.Management Accounting,73(12)
30. Shilling, M.(1993).Avoid Expatriate Culture Shock.HRMagazine,38(7)
31. Shumsky, N. J.(1992).Justifying the Intercultural Training Investment.Journal of European Business,4(1)
32. Slaven, G., Flin, R.(1994).Selecting Mangers For a Hazardous Environment: Offshore Petroleum Installations.Personnel Review,23(5)
33. Soloman, C. M.(1994).Candidate and Spouse Self-Selection Program.Personnel Journal,73(1)
34. Tung, R. L.(1981).Selection and training of personnel for overseas assignments.Columbia Journal of World Business,16(1)
35. Tung, R. L.(1984).Human Resource Planning in Japanese Multinationals: A Model for U. S. Firms?.Journal of International Business Studies,15(2)
36. Tung, R. L.(1986).Corporate Executives and Their Families in China: The Need for Cross-Cultural Understanding in Business.Columbia Journal of World Business,21(1)
37. 小林規威(1984)。日本多國籍企業－國際比較視點之研究。日本東京:中央經濟社。
38. 木下昭(1983)。人力資源海外移轉－海外派遣人員考評。日本京都:啟文社。
39. 吳李長(1995)。我國企業駐外管理人員遴選與工作績效之研究。國立中山大學企業管理研究所。
40. 李敏宰(1993)。中韓兩國多國籍企業海外派遣人員人事問題之比較研究。中國文化大學企業管理研究所。
41. 陳正男 Chen, Cheng-Nan(1990)。新產品發展與行銷決策支援專家系統之研究。中華經濟企業研究社。
42. 黃俊英 Huang, Jun-Ying(1992)。行銷研究：管理與技術。台北:華泰書局。
43. 黃英忠 Huang, Ing-Chung(1989)。現代人力資源管理。高雄:黃英忠。
44. 趙必孝 Jaw, Bih-Shiaw(1994)。國際企業子公司的人力資源管理：策略、控制與績效。國立中山大學企業管理研究所。
45. 蔡淑君(1988)。我國多國籍企業海外派遣人員人事問題之研究。中國文化大學企業管理研究所。
46. 簡明城(1993)。企業國際化海外派遣人員人力資源培育之研究。中國文化大學企業管理研究所。
47. 顧鳳姿(1993)。資訊業駐外經理海外適應之研究。國立政治大學企業管理研究所。

1. 林月雲、田文彬(2003)。台灣歷年海外派遣管理研究分析。人力資源管理學報，3(3)，1-25。
2. 劉廷揚、楊伯堯、邱國城(2016)。海峽兩岸台資企業台籍幹部人格特質與工作適任能力之比較分析。台北海洋技術學院學報，8(1)，1-18。