台商公司與大陸子公司員工對績效評估制度反應差異比較研究

A Comparison of employees reaction to performance appraisal systems in Taiwanese firms and their subsidiaries on Mainland China

曹國雄(Tsao, Kuo-Hsiung)

《中原學報》 27卷4期 (1999/12) Pp. 13-23

https://doi.org/10.6358/JCYU.199912.0013

摘要

台商公司與大陸子公司會因為文化差異在推行績效評估上產生不同的員工反應與成效嗎？本研究嘗試探討這個問題。本研究針對台商母公司215名員工，及其在天津和上海地區的子公司351名員工進行問卷調查並訪談大陸子公司21名員工，以進行兩岸員工文化特徵差異及績效評估的反應差異比較分析，結果發現：一、台灣母公司員工在不確定逃避傾向、男性化、個人主義、權力距離四個文化特微構面上高於大陸子公司的員工。二、兩岸員工在績效意識，對最近一次績效評估知覺公平性、滿意度、對績效評估的支持與肯定度上差異不顯著；但是，台灣母公司員工較認同嚴格監督，認為績效評估較有助於主管、本身對工作優、缺點的了解在面談過程中有較多機會金言。三、兩岸主管在認同、支持績效評估的理念上差異不顯著，但是台灣母公司的主管較傾向嚴格監督，直截了當的面談方式；績效應考慮個人因素：如人際關係、合作等。四、大陸子公司將績效評估與獎金、加薪、升遷和工作合約聯結，產生良好的效果。
由上述嶺現可知，台商兩岸員工文化特微上有顯著差異，但是在績效評估上兩組受試在肯定、支持績效評估理念上反應良好且差異不顯著。台灣母公司員工較傾向嚴格管理、直截了當的面談方式，績效應考慮個人因素。可見，台商在大陸子公司的績效評估制度具有相當成效。

關鍵字

績效評估 ； 文化特徵 ； 人力資源管理

並列摘要

As more and more Taiwanese companies go to invest on Mainland China, to effectively manage human resource in their subsidiaries becomes a concerned issue for these companies. Can these companies successfully transplant human resource management practices such as performance appraisal to their subsidiaries on Mainland China? This study explores this question.
Two hundred and fifteen employees from twelve leading Taiwanese companies and three hundred and fifty-one employees from their subsidiaries in Shanghai and Tienjin areas were surveyed and twenty-one employees from subsidiaries were interviewed, and major findings were:1.Employees from Taiwancsc companies scored higher in uncertainty avoidance, masculinity, individualism and power distance than employees from subsidiaries.2.All employees identified with assumptions of performance appraisal and were satisfied with perceived fairness in recent appraisal. They didn’t differ in acceptance and support of performance appraisal. Taiwanese employees favored close supervisory style more and believed that appraisal helps supervisor and themselves understand their strength and weakness in performance. In the feedback interview. Taiwanese employees spoke more.3.All supervisors accepted performance appraisal. Taiwanese supervisors favored close supervisory style, straightforward feedback interview, and personal factors as criteria.4.In the subsidiaries, performance appraisal is tied with incentive, salary increase, promotion, and employment contract, a favorable employees reaction was achieved.
Though they were different in cultural characteristics, they both accepted and valued performance appraisal. It seems that Taiwanese companies had successfully transplanted performance appraisal to their subsidiaries on Mainland China.

並列關鍵字

Performance appraisal ； Cultural characteristics ； Human resource management