The Transfer of Human Resource Management Practices within MNC Subsidiaries: The Case of Taiwan and China

多國籍企業在台子公司人力資源管理實務跨越兩岸移轉之研究

翁良杰(Liang-Chieh Weng) ； 張文菁(Wen-Ching Chang) ； 賴薏筑(Yi-Chu Lai) ； 何曉暉(Hsiao-Hui Ho)

《企業管理學報》 79期 (2008/12) Pp. 81-124

摘要

本文是以多國籍企業子公司為研究標的，企圖瞭解兩個對偶子公司間（分別位於台灣以及大陸）人力資源實務跨界移轉之影響因素。本研究的焦點放置在四個社會情境因素的影響，分別為：台灣子公司人力資源的可移轉程度、台灣子公司價值活動的可移轉程度、大陸子公司當地適當人力資源的充裕程度、以及兩岸問人力資源素質的差異程度。本研究的結果指出，台灣子公司人力資源的可移轉程度與人力資源實務的移轉呈正相關，而台灣子公司價值活動的可移轉程度的影響則不顯著。大陸子公司當地適當人力資源的充裕度與人力資源實務的移轉亦呈正相關。兩岸問人力資源素質的差異程度則與人力資源實務的移轉呈負向相關。更仔細的來說，我們的研究假設支持使用代理理論的推論，子公司對偶層次的分析，以及社會情境因素的影響。就實務建議而官，母公司應致力於設計誘因機制降低代理問題的影響，以加強人力資源管理實務的移轉。其次，由組織學習的角度來看，母公司亦應嘗試降低子公司問人力資源素質的差異性，以便利人力資源管理實務的移轉。

關鍵字

多國籍企業 ； 子公司 ； 代理理論 ； 社會情境因素 ； 人力資源管理實務移轉

並列摘要

In this paper, we try to explore the impact of socio-contextual variables on the transfer of human resource management (HRM) practices between a dyad of subsidiaries within multinational corporations (MNCs). The sample is composed of eighty-nine multinational corporations' manufacturing affiliates in Taiwan. The results show that subsidiary's leveragability of human resources is positively associated with HRM practice transfer. Availability of appropriate human resources is found to have a significantly correlation with the transfer of HRM practices. Asymmetry of human resource quality between Taiwan and China is negatively associated with HRM practice transfer. This study suggests that headquarters should design incentive mechanisms to weaken the effects of agency problem and foster the transfer of HRM practices. In addition, headquarters should also try to close the gap of human resource quality among subsidiaries in order to facilitate the transfer of HRM practices.

並列關鍵字

Multinational corporations ； subsidiaries ； agency theory ； socio-contextual factors ； transfer of human resource management practices

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