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研究生:游弘義
研究生(外文):Yu, Hung-Yi
論文名稱:組織結構與國際人力資源管理策略—兩家國際化公司之比較個案研究
論文名稱(外文):Organizational Structure and International Human Resource Management Strategy - Comparative Case Study of Two Internationalizing Firms
指導教授:張國雄 博士
指導教授(外文):Chang, Kuo-Hsiung
口試委員:李元恕 博士謝登隆 博士張國雄 博士
口試委員(外文):Lii, Yuan-shuhHsieh, Teng-LungChang, Kuo-Hsiung
口試日期:2012-05-21
學位類別:碩士
校院名稱:東海大學
系所名稱:管理碩士在職專班
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2012
畢業學年度:100
語文別:中文
論文頁數:105
中文關鍵詞:管理模式領導風格組織文化國際人力資源管理
外文關鍵詞:Management styleleadership style,organization culture,international human resource management
相關次數:
  • 被引用被引用:1
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  • 評分評分:
  • 下載下載:69
  • 收藏至我的研究室書目清單書目收藏:3
本研究主要是以個案研究的方式,深入瞭解兩家公司的組織結構與管理制度對國際人力資源管理策略的思維,探討組織結構與管理制度如何影響人力資源管理策略,冀能深入分析兩家公司國際人力資源管理的差異,同時也希望能提供其他業者在設計國際人力資源管理的參考。
本研究的兩家公司皆為知名跨國企業,希望能從兩家企業的管理模式、集權或分權、領導風格、股東結構、組織文化及管理風格等不同型態,在不同的國際人力資源管理策略作業下,對企業績效、人員穩定度、健全工會組織及勞資關係和諧之影響。
個案的研究發現如下:
1、當企業授權給專業經理人負責,自主性高時,被外派的台籍幹部要在母國公司服務年資越長,對公司價值、文化、系統與作業流程等就能了解越深,俾使他於就任後在很短時間內讓新公司能夠順利營運,且各作業流程均與母公司系統易保持一致。
2、當家族掌握經營權力,總部設定規範讓當地依循,當晉用外來的高階幹部時,其管理經驗無法與公司融合時,容易與當地資深幹部產生衝突,造成經營團隊內部共識不足,影響業務經營運行。
3、定期由經營者與各層級幹部做經營共識的溝通,並透過海外參訪培訓、年度目標展開幹部研修營等,進而組成各專案團隊做進一步培訓、讀書會及心靈成長營等,有助於提升經營績效。
4、外聘經營幹部時,如果在就任後無充裕時間接受公司工作相關完整訓練,對公司環境、文化、管理及系統流程不熟悉情況下,新進人員摸索時間拉長,與公司融合不足,容易影響業務運行甚而很快離職。
5、薪資政策如果能夠以全球各國家薪資調查為基礎,透過外部顧問公司協助進行工作評價,做為公司訂定市場合理並有競爭力的薪資參考,並經常做當地市場薪資調查以調整內外差距,才能夠使人才穩定。
6、當企業為家族企業,在成本控管下,對薪酬福利政策常以保守因應。薪資水平較無法與市場行情相當下,較易造成人員流動率大。
7、考核雖然與經營績效與個人薪酬有互相連結相關外,仍舊要與市場薪資行情平衡。
8、無良好的回任配套措施,易導致員工離職。
9、專業經理人管理模式相對於家族企業模式,會有較健全的工會運作。


關鍵字:管理模式、領導風格、組織文化、國際人力資源管理。

The research is made mainly through case study to understand the organizational structures and management systems of two case companies, and discussing how the organizational structures and management systems affect the tactics of human resource management, with the aims to analyze thoroughly the difference between two case companies in terms of international human resource management, and provide reference for the design of international human resource management.
Both of two case companies are famous international enterprises. The research in-tends to study how the management pattern, centralization or decentralization of authority, style of leadership, shareholder structure, organization culture and management style affect the enterprise performance, employee turnover, trade union and labor relation in two case companies under different international human resource management tactics. The findings of the case study are as follows:
1.When enterprises authorize the professional managers to take charge of subsidiary companies, the longer the Taiwanese cadres have been home-based, the smoother they can take up their new jobs in very short time and the more the operational pro-cesses in the subsidiaries align with the home system, because those cadres under-stand the values, cultures, systems and processes in the home enterprises.
2.As the family owning the enterprises grasps the power of management, the subsidiaries just follow the rules established by the headquarters and the management experience of the senior managers recruited from outside cannot fit into the enterprises, therefore leading to conflict with veteran cadres, lack of consensus within the management and adverse effect on business operation.
3.Improvement of operational performance can be facilitated by regular communication with cadres at each levels; overseas visits; annual goal-launching camp attended by cadres; training for special teams; and inspiration by formation of booking-reading groups.
4.If the cadres recruited from outside do not have sufficient time to obtain trainings relevant to their work in the companies or familiarize themselves with the company environment, culture, management and process, it will difficult for them to survive.
5.To lower the employee turnover rate, the compensation and benefit policy shall be based on the surveys in relevant countries and external consultants shall be engaged to assist in job assessment.
6.In family-owned enterprises, the compensation and benefit policies are conservative due to the pressure of cost control and the uncompetitive compensation results in higher employee turnover rate.
7.Compensation shall relate with the market situation, in addition to individual performance.
8.Lack of supplementary measures for repatriation causes staff to leave the enterprises.
9.Compared with the management style in family-owned enterprises, the professional manager's management style operates better.

Key words: Management style, leadership style, organization culture, international human resource management.

摘要 i
ABSTRACT iii
誌謝 v
目 錄 vi
圖目錄 viii
表目錄 ix
第一章、緒論 10
第一節、研究背景與動機 10
第二節、研究目的 11
第三節、研究流程 12
第二章、文獻探討 13
第一節、國際人力資源管理 14
壹、人力資源管理策略 14
貳、國際人力資源管理 16
參、人力資源策略與組織績效 27
肆、人力資源策略、控制與績效 29
第二節、組織文化與領導風格 33
壹、組織文化的定義 33
貳、領導風格 41
第三節、集權與分權 48
第四節、股權結構與公司績效的相關研究 50
第三章、研究方法 54
第一節、研究對象 54
壹、A公司簡介 54
貳、B公司簡介 65
第二節、資料蒐集與資料分析 73
壹、資料蒐集 73
貳、資料分析 73
第四章、個案分析與命題形成 74
第一節、組織結構 74
壹、管理模式(控制機制) 74
貳、集權或分權 75
參、領導方式 75
肆、股權 76
伍、組織文化 76
陸、管理風格 77
第二節、人力資源管理活動 80
第三節、訓練 82
第四節、薪酬福利 84
第五節、績效考核、工會組織與回任管理 85
壹、績效考核 85
貳、回任管理 86
參、工會組織 86
第五章、結論與建議 93
第一節、觀念架構建立 93
第二節、管理意涵 97
第三節、研究限制與未來研究建議 98
壹、研究對象限制 98
貳、未來研究建議 98
參考文獻 99
中文部份 99
英文部分 101


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