派遣海外企業的管理者除適應環境外更要促使企業在大陸子公司營運的成央A因此如何調整組織績效認知上差異並達成公司目標,值得深入的探討,本研究試以一家A電子公司赴大陸投資,探討外派大陸幹部基於績效管理上與台灣母公司之管理認知差異性,解決面臨績效管理上問題。 本研究以問卷調查方式,針對大陸4位台籍經理級以上職位做分析對象,發展出之各項節點概念進行各項徑路分析與診斷工作。根據網路模式和圖形理論,建構、分析及評量路徑搜尋網路,藉知識結構的引發、知識結構的表徵、知識結構的評價三個歷程步驟,經分析研究後發現如後 一、大陸經理人對產品品質是最需灌輸的概念,再以物料成本次之,後為市場競爭、採購量、人工成本、產能、交期。 二、海外派遣可藉由教育訓練與工作輪調制度強化節點概念。 三、積極建立大陸與台灣垂直與水平的溝通管道如視訊會議、稽核考察等。
Owing to keen market competition, a large number of businesses have to dispatch some employees abroad to achieve global stronghold strategy and economic arrangement ,there are more and more business employees being sent to Mainland China on a mission. How to adjust the difference cognition on organizational performance to achieve corporation mission will be one of important key whether the corporation enable itself to be more internationalized and globalized. Since most of Taiwan enterprises in Mainland are small and medium manufacturing, this research take the A Corporation expatriates dispatch to Mainland China as the research subject of this study, to explore expatriate Managers and their performance management is the core issue of this study. According to Path analysis and diagnosis of the problems, we develop the conception of the node. To base on the networks and graph theory, we structure, analysis and to score the research path of networks. By using questionnaire survey, the regression analysis results of this study are showed that 1、 The first concept should be understood by the expatriate Managers is product quality, second is material cost, lastly are market competition, purchasing power, labor cost, energy utilization and due date. 2、 By offering education and training and job rotation, strengthen the conception of the node. 3、 Active establish communicational platform such as video conference and auditing survey.