大陸台商陸籍幹部升遷影響因素之研究
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2004
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本研究旨在探討影響大陸台商陸籍幹部升遷之重要因素。研究者以文獻探討後所編製之訪談大綱，採用質化研究方法之多重個案研究，深度訪談14位任職於上海、昆山兩地七家公司之台籍管理者與陸籍幹部。分析蒐集與訪談資料後，研究者主要結論如下：
壹、大陸台商對於培育陸籍幹部之態度為重視支持與不分幹部之國籍皆一視同仁。其作法包括：高階擬訂人才培育目標、人資制度因地制宜、由基層培育幹部、實施教育訓練、提供升遷機會、人性化之管理方式。
貳、大陸台商之升遷制度，多承襲母公司之制度與精神，且因地制宜。升遷型態以內升為主、外聘為輔。而升遷方式多似台灣母公司之實施方式。升遷提報之頻率多有不同，有一年一次或一年兩次，或根據產業急速發展而彈性辦理。
參、台籍管理者於培育陸籍幹部過程中所扮演的角色包含貴人、良師與益友三種角色。
肆、影響陸籍幹部升遷之因素主要包括：工作態度、動機、人格特質、專業能力、一般能力、領導能力與人際關係能力七項職能因素；幹部當地化之公司政策、工作意願強、薪資低廉、易與當地機構溝通協調、了解週邊環境與法令及較易與陸籍員工溝通等六項有利因素；包括資歷較淺、與台籍管理者溝通不良、本位主義重、思考廣度不足、愛爭功諉過、地域觀念重、粗心與外語能力不足八項阻礙因素；以及人口變項因素、組織內部因素與工作績效等三項其他重要因素。
關鍵字：大陸台商、陸籍幹部、升遷影響因素
This research aims to explore the key factors in promotion for Chinese cadre members in China-based Taiwanese companies. Interview outline was designed after literature review. This qualitative research takes the form of multiple case study. 14 people, including Taiwanese managers and Chinese cadre members serving at 7 companies in Shanghai and KunShan, China, were invited to an in-depth interview. Data analysis leads to the following findings: I.Taiwanese companies favor the idea of training Chinese cadre members, and believe in indiscriminate treatment toward both Chinese and Taiwanese employees. The CEO is responsible for designing training objectives and HR system based on the local circumstances. Training cadre members from basic level employees, conducting educational training, offering opportunities of promotion, and practicing humanistic management. II.China-based Taiwanese companies often inherit the essence of the parent company’s promotion mechanism and make improvements based on local circumstances. Internal promotion is always given priority consideration, followed by external recruitment. Means of promotion often resembles that of the parent company in Taiwan. Actual frequency of promotion varies from company to company. Promotion in most companies takes place yearly or biyearly, but in some companies promotion occurs far more frequently because of the rapid development of industry. III.Taiwanese managers play the roles of ladder, mentor, and friend in the process of training Chinese cadre members. IV.Key Factors in Promotion for Chinese Cadre Members: 1.Competence: attitude, motive, personality, professional knowledge, general ability, leadership, and interpersonal skills 2.Advantages: corporate policy of localizing cadre members, strong willingness to work, low wages, greater ability to communicate and cooperate with local organizations and local employees and understand the local environment and regulations 3.Obstacles: low seniority, poor communication with Taiwanese managers, self-centeredness, narrow perspective, high inclination to take credit for themselves and lay blames upon others, region-related predudice, carelessness, and poor foreign language proficiency 4.Other factors: demographical factors, intra-organization related factors, and job performance Key words: China-based Taiwanese companies, Chinese cadre members, key factors in promotion
This research aims to explore the key factors in promotion for Chinese cadre members in China-based Taiwanese companies. Interview outline was designed after literature review. This qualitative research takes the form of multiple case study. 14 people, including Taiwanese managers and Chinese cadre members serving at 7 companies in Shanghai and KunShan, China, were invited to an in-depth interview. Data analysis leads to the following findings: I.Taiwanese companies favor the idea of training Chinese cadre members, and believe in indiscriminate treatment toward both Chinese and Taiwanese employees. The CEO is responsible for designing training objectives and HR system based on the local circumstances. Training cadre members from basic level employees, conducting educational training, offering opportunities of promotion, and practicing humanistic management. II.China-based Taiwanese companies often inherit the essence of the parent company’s promotion mechanism and make improvements based on local circumstances. Internal promotion is always given priority consideration, followed by external recruitment. Means of promotion often resembles that of the parent company in Taiwan. Actual frequency of promotion varies from company to company. Promotion in most companies takes place yearly or biyearly, but in some companies promotion occurs far more frequently because of the rapid development of industry. III.Taiwanese managers play the roles of ladder, mentor, and friend in the process of training Chinese cadre members. IV.Key Factors in Promotion for Chinese Cadre Members: 1.Competence: attitude, motive, personality, professional knowledge, general ability, leadership, and interpersonal skills 2.Advantages: corporate policy of localizing cadre members, strong willingness to work, low wages, greater ability to communicate and cooperate with local organizations and local employees and understand the local environment and regulations 3.Obstacles: low seniority, poor communication with Taiwanese managers, self-centeredness, narrow perspective, high inclination to take credit for themselves and lay blames upon others, region-related predudice, carelessness, and poor foreign language proficiency 4.Other factors: demographical factors, intra-organization related factors, and job performance Key words: China-based Taiwanese companies, Chinese cadre members, key factors in promotion
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Keywords
大陸台商, 陸籍幹部, 升遷影響因素, China-based Taiwanese companies, Chinese cadre members, key factors in promotion