海峽兩岸在分立分治五十多年以後,不但政治、經濟、社會體制殊異,而且生活方式、價值觀點、技術水準也有某種程度的不同。這種差異自然反映在企業經營上,對在台灣產業競爭力的考量下,產業的外移跨海西進的實務工作者而言,此種體驗十分深刻。本研究旨在探討兩岸企業員工工作價值觀、工作特性與人力資源管理模式認知上的差異,及對工作滿足的影響,以瞭解環境與員工的特性,據以建議適合的作法,期望藉由本研究的建議,能有助於海峽兩岸員工管理水準之提昇,亦可提高兩岸企業經營者的競爭優勢。 本研究採問卷調查方式,以某台商消費性電子產業兩岸員工為研究對象,主要研究目的為:(1)探討台商企業兩岸員工工作價值觀的差異。(2)探討台商企業兩岸員工對工作特性及人力資源管理模式認知的差異。(3)探討台商企業兩岸員工工作滿足的差異。(4)探討台商企業兩岸員工工作價值觀、工作特性與人力資源管理模式的認知,對工作滿足之影響。本研究主要發現如下: (1)兩岸員工不論在工作價值觀、工作特性與人力資源管理模式認知上,對工作滿足程度的評價,大陸員工普遍明顯高於台灣員工。 (2)在工作價值觀上,台灣員工較重視「自我成長」、「自我實現」及「尊嚴」的價值,大陸員工則較重視「社會互動」、「組織安全及經濟」、「安定與免於焦慮」及「休閒健康與交通」的價值。而兩岸員工同樣在目的性價值觀上對於工作滿足有顯著正向的影響。 (3)在工作特性上,台灣員工最重視「技能多樣性」,大陸員工則最重視「工作回饋性」,而兩岸員工同樣不重視「工作完整性」的項目,而工作完整性同樣對於兩岸員工的工作滿足沒有影響。 (4)在人力資源管理模式上,兩岸員工同樣最重視「績效管理」,而「薪資報酬」則對兩岸員工的工作滿足有顯著正向的影響。 (5)台灣員工對於「內在滿足」較為重視,而大陸員工則較重視「一般滿足」。 (6)除「婚姻狀況」外,員工的「性別」、「教育程度」、「年齡」、「服務年資」及「工作性質」對兩岸員工工作價值觀、工作特性、人力資源管理模式認知及工作滿足有相當程度的影響。
Questionnaires were collected from a Taiwan-based consumer electronics industry. The samples included two groups of employees, Taiwan and China employees. The main subjects discussed here are: (1) to discuss the differences of work value upon Taiwan & China employees; (2) to discuss the differences of work characteristics and human resource management mode known and valued by Taiwan & China employees; (3) to discuss the differences of work satisfaction upon Taiwan & China employees; (4) to discuss how employees’ awareness of work value, work characteristics, and human resource management mode affects their work satisfaction. The results found hereby list as follows: (1) Generally, China employees had a much higher work satisfaction than Taiwan employees did, either evaluated from work value, their awareness of work characteristics and human resource management mode. (2) Focusing on work value aspect, Taiwan employees thought “self-improvement ”, “self-realization” and “dignity” were important. China employees valued the importance of “social interaction”, “organization security & economics”, “stability & free from anxiety”, and “entertainment & transportation”. Theses terminal Values showed a distinctly positive effect on work satisfaction in both China and Taiwan employees. (3) Concerning work characteristics, Taiwan employees thought “skill variety” was important while China employees regarded so to “task feedback”. “Task identity” was not taken into consideration by both Taiwan and China employees and this item did not affect their work satisfaction. (4) Regarding human resource management mode, both Taiwan and China employees thought “performance management” was the most important item. Besides, “salary & compensation” obviously showed a positive impact on work satisfaction in both groups of Taiwan and China employees. (5) Taiwan employees emphasized the importance of “inner satisfaction” while China employees thought highly of “general satisfaction.” (6) Except “marriage status”, “sex”, “education level”, “age”, “service years”, and “nature of work” had certain effects on work value, work characteristics, and their awareness of human resource management mode for both Taiwan and China employees.