台商企業大陸子公司人力資源管理實務與幹部本土化成功關係研究：組織信任與文化差異的干擾效果

Empirical Study of Human Resource Management Practices and Managers' Successful Localizations in Taiwanese Companies' Subsidiaries in China: The Moderating Effects of Organizational Trust and Cultural Difference

余明助 ； 李淑娜

《勞資關係論叢》 18卷2期 (2016/12) Pp. 1-22

摘要

在大陸經營的台資企業，以本土化為降低成本的首要任務。過去的相關研究中，並未深入探討在進行幹部本土化成功的目標下之影響因素為何。本研究以人力資源管理實務（HRMP）來探討台商大陸子公司幹部本土化成功間的關係，並以組織信任及文化差異為干擾變數。本研究以台商於大陸子公司為樣本，經207 份有效問卷分析結果發現：（1） HRMP 之人力發展與派外人員的指導對幹部本土化成功之提升本土幹部的質與量均有顯著正向影響；（2）就組織信任而言，HRMP 之人力規劃與組織信任之主管信任的交互作用對幹部本土化成功之提升本土幹部的質與量有顯著正向影響；（3）就文化差異而言，HRMP 之人力規劃與幹部本土化成功有顯著正向影響。

關鍵字

人力資源管理實務 ； 本土化 ； 組織信任 ； 文化差異

並列摘要

The priorities for Taiwanese companies in China are localization and cost down. Past studies did not further find out what the key success factors of companies' successful localizations. Therefore, this research focuses on the key success factors of Taiwanese companies' localizations in China from the perspective of human resource management practice (HRMP). We also conduct the culture difference and organizational trust as moderators. We analyzed 207 effective questionnaires and argued that: (1) human resource development and the direction of expatriate have a positive impact on increasing the quality and quantity of local managers; (2) the interaction between ＂human resource planning＂ and ＂managers' trust＂ plays a positive role on improving the quality and quantity of local managers; (3) human resource planning has a positive impact on the success of localization in terms of culture difference.

並列關鍵字

Human Resource Management Practices ； Organizational Trust ； Localization ； Culture Difference