台籍員工對在台日本企業的經營管理及其企業文化之觀感及認知

Taiwanese Employees' Reception toward Business Administration and Corporate Culture of Taiwan-Based Japanese Enterprises

夏艷文(Yen-Wen Hsia)

《商業現代化學刊》 7卷1期 (2013/03) Pp. 307-338

https://doi.org/10.6132/JCM.2013.7.1.15

摘要

本研究針對在台日本企業的台籍員工對於公司的1.經營管理及福利2.企業文化3.對待台籍員工的實況4.日籍上司或同事對台籍員工的溝通5.台籍員工對日籍上司或同事的溝通、台籍員工對公司整體的認同度等方面，做探討及研究以求了解台籍員工對以上問題的認知和感受。除了整體的問卷資料分析之外，再就性別、終身雇用制與否做獨立樣本t檢定分析。其次，依年齡、職業別、教育程度、年資、職務性質 、職位、正兼職、敘薪方式等因素為自變數，做單因子變異數分析。本研究發現，各個自變數對日企公司的經營管理及福利制度做ANOVA分析，其結果並沒有顯著差異。由此可見，不論其自變數為何，日企的台籍員工對日企公司的經營管理、福利制度的認知都相當一致，且台籍員工對公司的經營管理及其福利制度的認同度都相當高。在企業文化方面，台籍員工對公司「重視企業形象」、「重視團隊精神」、「重視職務倫理」的認知及感受最一致，同意度最高。這也顯示日本式經營管理及其企業文化在台灣仍然受到台籍員工的接受及包容，其接受度不低。只是，對台日員工待遇及升遷的公平性、台日員工的平等對待及重大決策的參與等三個題項則是本問卷中認知同意度最低的，可見台籍員工對公司仍有一些意見和期待。

關鍵字

在台日本企業 ； 企業文化 ； 日本式經營管理 ； 異文化的溝通

並列摘要

This research investigates and discusses how Taiwanese employees respond to Japanese enterprises in the areas of business administration and welfare system, corporate culture, the way of treating Taiwanese employees, Japanese bosses' or Japanese colleagues' communication with Taiwanese employees and Taiwanese employees' communication with Japanese bosses or colleagues. In addition to data analysis through a questionnaire, this research conducts an independent sample t-test analysis in the areas of gender and lifetime employment system. Furthermore, a single-factor analysis of variances is made using the factors of age, occupations, education levels, service time, duties, positions, full-time or part-time jobs and payment means as independent variables. The finding indicates that although different independent and dependent variables lead to different results, there is no big difference in the ANOVA analysis of the independent variables of business administration and welfare systems in Japanese enterprises, and Taiwanese employees in general have a high reception toward the two items. In the area of corporate culture, Taiwanese employees demonstrate a high reception toward the maintenance of the image of company, teamwork and work ethics, and this suggests that the Japanese-style administration and culture can be highly tolerated and accepted by Taiwanese employees. In contrast, Taiwanese employees show the lowest reception toward the items of equal payment and promotion, fair and equal treatment, and involvement in crucial decisions, suggesting that they still have some expectations for corporate improvements.

並列關鍵字

Taiwan-based Japanese enterprises ； corporate culture ； Japanese-style administration ； communication between different cultures

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