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系統識別號 U0026-2608201415462800
論文名稱(中文) 台灣本土公司與跨國公司在台分公司對其人力資源管理實務之比較研究--以科技產業為例
論文名稱(英文) A Comparative Study of Human Resource Management Practices between Local and Multinational Companies in Taiwan’s Information Technology Industry
校院名稱 成功大學
系所名稱(中) 國際經營管理研究所碩士在職專班
系所名稱(英) Institute of International Management (IIMBA--Master)(on the job class)
學年度 102
學期 2
出版年 103
研究生(中文) 唐宏宇
研究生(英文) Hung-Yu Tang
學號 RA7981042
學位類別 碩士
語文別 英文
論文頁數 45頁
口試委員 指導教授-謝惠璟
口試委員-陳浩政
口試委員-謝英哲
中文關鍵字 人力資源管理  跨國公司  本土公司  資訊科技產業  台灣 
英文關鍵字 human resource management  multinational companies  local firm  information technology industry  Taiwan 
學科別分類
中文摘要 人力資源管理(Human Resource Management)為管理組織中所有關於人力資源的一切事務,以吸引、甄選、留才、發展及有效運用,來實現個人和組織的目標 (Cascio, 1998)。人力資源管理在台灣的資訊科技產業中是個重要的議題,尤其是整個產業正在由以製造業為主的經濟型態轉型為人力資本的知識經濟。當跨國公司與台灣本土公司在台灣科技市場競爭激烈之際,很少被關注討論的是其如何吸引人才與留才的競爭優勢。

基於此,本研究旨在探討跨國公司子公司和台灣本土公司在台灣人力資源管理制度上的差異,針對這兩個群體之間的人力資源管理實務進行研究。本研究採用個案研究法,訪談對象為跨國公司和本土公司在台灣IT產業的人力資源從業人員。本研究得出以下結論:第一、在人才招募方面,我們觀察到在跨國公司台灣子公司和台灣本土公司在招募管道、甄選人才方法、員工推薦方案、內部轉調及招募單位外包的實務差異。第二、在薪酬管理方面,跨國公司台灣子公司和台灣本土公司在整體薪酬方案配置及依學歷而有不同的敘薪方案的實務差異。第三、在績效管理方面,跨國公司台灣子公司和台灣本土公司在關鍵績效指標(Key Performance Indicator)的設定、績效反饋模式、績效考核等級分佈及彈性工時的實務差異。第四、在人才訓練與發展方面及員工關係方面,跨國公司台灣子公司和台灣本土公司在員工福利委員會的組成和內部溝通模式的實務差異。

本研究結果彙整成一個人力資源管理實務上的總表,希冀能對人力資源從業人員、求職者及正準備進入台灣資訊科技產業的跨國公司高階主管與核心幕僚,提供有參考價值的訊息。
英文摘要 Human resource management, which is the “attraction, selection, retention, development and use of human resources in order to achieve both individual and organizational objectives” (Cascio, 1998, p2), is an important issue in the information technology (IT) industry in Taiwan, as it is shifting from a manufacturing economy to a knowledge economy. When both MNCs and domestic companies are competing in the IT product market in Taiwan, a question rarely discussed is how the different types of company in this market compete to attract and retain talent.

This research aims to explore the differences on HRM practices implemented in Taiwan by MNCs’ subsidiaries and local firms, focusing on the practical operations of HRM between these two groups. Case studies were adopted in this research and HR professionals from both MNCs and local firms in the Taiwan IT industry were interviewed. The main findings are as follows: first, in terms of staffing, it is observed that MNCs in Taiwan and local Taiwanese firms reveal different HR practices in their recruiting channels, selection methods, employee referral programs, internal transfers, and outsourcing of staff. Second, in terms of compensation, MNCs and local firms have different preference towards their compensation portfolio and pay based on education level. Third, regarding performance management, MNCs and local firms differ in their key performance index (KPI) settings, performance feedback, performance rating distribution, and working flexibility. Fourth, MNCs and local firms were also observed to have different methods of training and talent management, and different models of employment relations for example in the composition of employee welfare committees and in internal communication.

The findings were also summarized in a single table, which it is hoped will provide useful information for HR professionals, job seekers and senior managers/executives of MNCs who are seeking to enter the IT market in Taiwan.
論文目次 ACKNOWLEDGEMENTS I
ABSTRACT II
TABLE OF CONTENTS VI
LIST OF TABLES IX
LIST OF FIGURES X
CHAPTER ONE: INTRODUCTION 1
1.1 Research Background. 1
1.2 Definitions of Local Firm and MNC. 2
1.3 Research Question. 2
1.4 Structure of the Thesis. 2
CHAPTER TWO: LITERATURE REVIEW 4
2.1 The Concept of HRM. 4
2.2 Functional HRM. 6
2.2.1 Staffing. 7
2.2.2 Performance management. 8
2.2.3 Compensation. 8
2.2.4 Training and Development. 9
2.2.5 Employment Relations. 10
2.3 Research Gap Identification and Proposed Research Question. 10
CHAPTER THREE: RESEARCH DESIGN 12
3.1 Selection of Research Method. 12
3.2 Research Design. 13
3.2.1 Research Process. 13
3.2.2 Sampling Strategy. 15
3.3 Data Collection Method. 15
3.3.1 Data Sources. 15
3.3.2 Interview Guide. 17
CHAPTER FOUR: DISCUSSION 19
4.1 Staffing. 19
4.1.1 Recruitment Channels. 19
4.1.2 Selection Methods. 22
4.1.3 Employee Referral Program. 24
4.1.4 Internal Labor Market (ILM). 25
4.1.5 Staffing Outsourcing. 26
4.2 Compensation. 27
4.2.1 Compensation Portfolio. 27
4.2.2 Base Pay Type. 28
4.3 Performance Management. 29
4.3.1 Performance Feedback. 29
4.3.2 Key Performance Index (KPI). 29
4.3.3 Clock in/Clock out. 30
4.3.4 Performance Rating Distribution. 31
4.4 Training & Development. 32
4.4.1 Training Method. 32
4.4.2 Talent Management. 32
4.5 Employee Relations. 33
4.5.1 Employee Welfare Committee. 33
4.5.2 Internal Communication. 33
CHAPTER FIVE: CONCLUSIONS 35
5.1 Major Research Findings. 35
5.2 Contribution to Theory. 39
5.3 Implications for Practice. 39
5.4 Research Limitations and Future Research. 40
REFERENCES 41
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