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研究生:蘇蜜亞
研究生(外文):TABITHA SHOOK
論文名稱:核心職能訓練方法之有效性探索─以國際前瞻視野為例
論文名稱(外文):The Effect Research on Training Approaches to Global Perspective Competency Enhancement
指導教授:楊百川楊百川引用關係
口試委員:夏侯欣鵬俞慧芳
口試日期:2012-04-20
學位類別:碩士
校院名稱:輔仁大學
系所名稱:國際創業與經營管理學程碩士在職專班
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
論文出版年:2012
畢業學年度:100
語文別:英文
論文頁數:58
中文關鍵詞:人力資源管理全球視野的核心能力跨文化培訓
外文關鍵詞:Human Resource ManagementGlobal Perspective Core CompetencyCross-Cultural Training
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The following paper aims at analyzing the advantages and disadvantages of
different training approaches for global perspective competency enhancement. The
literature review discusses a number of techniques, including language training,
role-play, culture assimilators, workshops, and case studies. It then goes on to
further break training programs into different typologies, using the dimensions of
conventional vs. experimental and culture general vs. culture specific. As a
representation of the fact that training approaches typically include multiple
techniques, three different programs are discussed: the Partnership Approach, the
Cultural Intelligence Approach, and the International Service-Learning Approach.
After the discussion of the literature review, I interview two industry professionals
to inquire about their opinions as to which techniques are most effective. Finally, I
conclude by proposing a specified training program for American expatriates going
on assignment to Spain.
CHAPTER ONE: INTRODUCTION ........................................................................................ 5
Introduction ............................................................................................... 5
CHAPTER TWO: LITERATURE REVIEW ......................................................................... 7
Sensitivity Training ............................................................................................... 9
Language Training – Developing a Related Competency ................................................ 9
Role-play – Learning-by-Doing ....................................................................... 10
Culture Assimilator – Providing a New Perspective ........................................................ 10
Workshops – Raising Cultural & Self Awareness .......................................................... 11
Case Study – Providing a New Perspective ................................................................. 12
Professional Experience Training ................................................................................ 12
Internships / Mentorships .................................................................................... 12
On-the-Job Training ......................................................................................... 13
Overseas Experience Training ......................................................................... 13
Study Abroad .......................................................................................... 14
International Assignments ..................................................................................... 14
Conventional vs. Experimental Training .......................................................................... 15
Current Approaches ....................................................................................... 16
Partnership Approach ........................................................................................ 16
Cultural Intelligence Approach ............................................................................. 17
International Service-Learning Approach ................................................................................................. 17
CHAPTER THREE: METHODOLOGY .............................................................................. 19
Interview with Richard Brislin ........................................................................... 19
Interview with Steven Wood .............................................................................. 21
CHAPTER FOUR: SUGGESTION, DISCUSSION, AND IMPLICATIONS ............. 24
Early Development of a Global Perspective Competency .............................................. 24
An Effective Training Process .................................................................................. 24
Correlation Between Training Techniques and Global Perspective Competency .......................... 25
Table 4.1 – Matrix of Correlation Between Training Technique & Global Perspective
Competency Elements .................................................................................... 25
Training Program Criteria ...................................................................................... 26
Language Training Component .................................................................................. 26
Recommended Two-Day Training Program .................................................................. 28
Program Strengths .................................................................................... 30
Program Weaknesses ................................................................................ 30
Further Considerations ......................................................................................... 30
CHAPTER FIVE: CONCLUSION ......................................................................................... 32
LIST OF REFERENCES ....................................................................... 35
APPENDICES ............................................................................................. 38
1. Aperian Global (n.d.). Consulting and Training, viewed 3 April 2012
<http://www.aperianglobal.com/consulting_training.asp>
2. Berlitz (n.d.). Global Talent Development programs prepare your team for success,
viewed 3 April 2012 <http://www.berlitz.com/Corporate-Solutions-for-languageinstruction-
and-global-leadership-training/Global-Leadership-Training/Global-Talent-
Development/43/>
3. Bhawuk, D., & Brislin, R. W. (1992). The measurement of intercultural sensitivity
using the concepts of individualism and collectivism. International Journal of
Intercultural Relations, 16, 413-436.
4. Brownell, J. and Goldsmith, M. (2006), Commentary on “meeting the competency
needs of global leaders: A partnership approach”: An executive coach's perspective.
Human Resource Management, 45: 309–336.
5. Caligiuri, P. M. (1997), Assessing Expatriate Success: Beyond Just "Being There", in
Aycan, Z. (ed.), Expatriate Management: Theory and Practice, Greenwich, CT: JAI
Press, 1997, pp. 17-140.
6. Earley, P. C., & Peterson, R. S. (2004). The elusive cultural chameleon: Cultural
intelligence as a new approach to intercultural training for the global manager. Academy
of Management Learning & Education, 3(1), 100-115.
http://search.proquest.com/docview/223298113?accountid=14674
7. Hammer, M.R. (2008). The Intercultural Development Inventory (IDI): An Approach
for assessing and building intercultural competence. In M.A. Moodian (Ed.),
Contemporary leadership and intercultural competence: understanding and utilizing
cultural diversity to build successful organizations. Thousand Oaks, CA: Sage.
8. Hanvey, R. G. (1975). An attainable global perspective Center for War/Peace Studies,
218 East 18th Street, New York, New York 10003 ($1.00).
http://search.proquest.com/docview/63985946?accountid=14674
9. Hawaii Tourism Authority (n.d.). Major Market Areas: Japan, viewed 4 April 2012
<http://www.hawaiitourismauthority.org/brand-marketing/japan/>
10. Institute of International Education (2011). Open Doors 2011 Fast Facts, visited 3 April
2012 <http://www.iie.org/en/research-and-publications/open-doors>
11. Kwintessential (n.d.). Intercultural Competence Training, viewed 4 April 2012
<http://www.kwintessential.co.uk/cross-cultural/competence-training.html>
12. Language Corps (n.d.). Global Competency, visited 6 April 2012
<http://www.nafsa.org/_/file/_/global_competency_2.pdf>
13. Marriott (n.d.). Recent Graduate Hospitality Jobs and Careers at Marriott Hotels,
viewed 5 April 2012 <http://www.marriott.com/careers/graduate-careers-start-yourtrip.
mi>
14. North Idaho College (n.d.). Course Catalog, viewed 20 April 20, 2012
<http://www.nic.edu/courseDescriptions/?dis=SPAN>
15. Pless, N. M., Maak, T., & Stahl, G. (2011). Developing responsible global leaders
through international service-learning programs: The ulysses experience. Academy of
Management Learning & Education, 10(2), 237.
http://search.proquest.com/docview/879719728?accountid=14674
16. Sheraton Hotels and Resorts (n.d.). Sheraton Careers, visited 5 April 2012
<http://www.starwoodhotels.com/sheraton/careers/recruiting/mgmt_training.html>
17. U.S. Department of State (n.d.). Cross-Cultural Training & Consulting, visited 5 April
2012 <http://www.state.gov/m/fsi/tc/79756.htm>
18. Washingtown State Office of the Attorney General (n.d.). Open Public Meetings Act –
General and Procedural Provisions, visited 14 April 14, 2012
<http://www.atg.wa.gov/OpenGovernment/InternetManual/Chapter3.aspx>
19. Waxin, Marie-France & Panaccio, A. (2005). Cross-cultural training to facilitate
expatriate adjustment: It works! Personnel Review, 34(1), 51-67.
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20. Witte, A. E. (2010). The global awareness curriculum in international business
programs: A critical perspective. Journal of Teaching in International Business, 21(2),
101-131. http://search.proquest.com/docview/742847965?accountid=14674;
http://www.informaworld.com/openurl?genre=article&id=doi:10.1080/08975930.2010.
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