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研究生:金仁淑
研究生(外文):In-Sook Kim
論文名稱:外派人員之績效管理-以美、荷、日、韓、台灣之多國際企業為例
論文名稱(外文):Expatriate Performance Management –A Case Study of American, Dutch, Japanese, Korean and Taiwanese MNEs
指導教授:史習安史習安引用關係
指導教授(外文):Hsi-An Shih
學位類別:碩士
校院名稱:國立成功大學
系所名稱:國際企業研究所碩博士班
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
畢業學年度:90
語文別:英文
論文頁數:55
外文關鍵詞:ExpatiatePerformance ManagementGoal SettingPerformance AppraisalTraining and DevelopmentPerformance Related Pay
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  • 被引用被引用:4
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This study examines expatriate performance management system of American, Dutch, Japanese, Korean, and Taiwan MNEs and it was implemented by in-depth interviews. The primary purpose of the study is to explore these five countries’ leading international high-tech companies’ expatriate performance management system in areas of goal setting, performance appraisal, training and development and performance-related pay.

By focusing on five groups of expatriate from three continents, this study found both similarities and differences in PM systems. First, there is no significant difference in goal setting process beside AMT. Second, the majority of companies conduct the appraisal biannually, only AMT conducts it annually. Third, all the companies uses multiple raters. Forth, AMT, Philips and Samsung have formally established performance measurement criteria and standards, but Hitachi and Winbond do not have strict performance management procedures and objective measurement standard. Fifth, all the companies use standardized appraisal forms. Sixth, feedback interviews exist and it is one of the manager’s responsibilities except Winbond. Seventh, companies put the majority of emphasis on expatriate pre-departure training. Eighth, Asian companies put greater importance on learning host country language than Western companies. Ninth, four companies adopt performance related pay, but Hitachi still uses a seniority-based compensation system. Finally, Western companies’ implement more open and sophisticated PM systems compared to Eastern companies’ more traditional and conservative system. It is also interesting to note that Samsung (Korean) adopts more Western types of PM system.
CHAPTER 1 INTRODUTION ----------------------------------------------------- 1
1.1 Introduction & Purpose ----------------------------------------------------------- 1

CHAPTER 2 LITERATURE REVIEW ------------------------------------------ 3
2.1 International Human Resource Management ---------------------------------- 3
2.2 Expatriate Management ----------------------------------------------------------- 5
2.3 Performance Management of Expatriates -------------------------------------- 7
2.3.1 Goal Setting -------------------------------------------------------------------- 7
2.3.2 Performance Appraisal ------------------------------------------------------- 8
2.3.2.1 Expatriate Performance Appraisal ---------------------------------- 11
2.3.3 Training and Development --------------------------------------------------- 12
2.3.4 Performance Related Pay ---------------------------------------------------- 14
2.4 Culture Adjustment ---------------------------------------------------------------- 16

CHAPTER 3 RESEARCH METHODOLOGY ---------------------------------- 18
3.1 Research Methodology ------------------------------------------------------------ 18

CHAPTER 4 ANALYSIS ------------------------------------------------------------ 20
4.1 Interview ---------------------------------------------------------------------------- 20
4.1.1 Applied Material Taiwan ----------------------------------------------------- 20
4.1.2 Hitachi High-Technologies Taiwan Ltd ------------------------------------ 23
4.1.3 Philips Electronics Industries Taiwan Ltd --------------------------------- 25
4.1.4 Samsung Electronics Corporation Taiwan --------------------------------- 27
4.1.5 Winbond Electronics Corporation China ---------------------------------- 30
4.2 Discussion --------------------------------------------------------------------------- 33
4.2.1 Performance Management System ----------------------------------------- 33
4.2.2 Goal Setting -------------------------------------------------------------------- 34
4.2.3 Performance Appraisal -------------------------------------------------------- 35
4.2.4 Training & Development ------------------------------------------------------ 39
4.2.5 Performance Related Pay ---------------------------------------------------- 41

CHAPTER 5 CONCLUSION ------------------------------------------------------- 44
5.1 Conclusion ----------------------------------------------------------------------- 44
5.2 General limitations of the study and implications for future study ------- 46

REFERENCE --------------------------------------------------------------------------------------------APPENDIX 48
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