碩士 / 國立臺北大學 / 企業管理學系碩士在職專班 / 90 / Since 1987 in open policy under government allow ,there are more investment cash flow into china mainland from Taiwan, It was gradually evident for a firm getting the WIN-WIN effect between in both sides .
China Mainland was the best choice sector if the company be searching for the result of cost-down and high-effiency .
The background of this research was to study the Influence OF THE Law Circumstances, Business Culture and Job Value in HRM System for a Taiwan company in both china..
By the way of case study, we take a Taiwan company who enter the market in china mainland in 1996 and have joined the stock-exchange market in Taiwan. We visited four of the director who in charge of the affairs related with china mainland market in this company.
The findings of this study are as follows:
1. In the decision-making of H.R.M. ,the head-quarter in Taiwan have more weight in the field of planning, while the subsidiary in china mainland have more weight in the field of performing. the system development and system design of H.R.M was under the head-quarter in Taiwan.
2. In The issue of new employee selection , the main-quarter in Taiwan preferred non-experiment fresh-man and took them a series of training course within company. while the subsidiary in china mainland preferred experiment-related people as new employee that can save the time of learning curve. The major information source of new employee supply was newspaper and H.R.M. web-site in the main-quarter in Taiwan; the subsidiary in china mainland preferred the information-exchange center about the experiment-related worker in local area and H.R.M. web-site.
3. In the field of employee-training, the main-quarter in Taiwan have the more completed training system with wider range; subsidiary in china has less performance. but both sides have the same topic in employee-training that was focus on new- employee training ;improve the employee’s wok skill so they can face on the challenge in the future.
4. In the field of employee’s performance measurement ,the subsidiary in china has the more range than main-quarter in Taiwan; include award-punishment ;training ;lay-off ,moderate working position, the employee would like to accepted the job-training, they looked it’s the foundation that they can get the next higher position in the company.
The employe’s performance Measure rule with ranking and sering-forced was easily than main-quarter in taiwan
5. In the bonus payment system management,both side had no view poinnt of employe’s worked annual wage. main-quarter in taiwan preferred to supply the completed bonus system ;while subsidiary in china gave more weight in the performance measurement of employe’s worked.
6. there are the different labor environment in both sides;especially in the field of H.R.M.,deeply affect the administration of each company .
7. The company under case-study imply with different administration system fitting the different cultural backround.
8. The directors acknowdge the different value-basis on each employe;so they took different way with employe’s selection;training;impliing; carrer develpoing.
| Identifer | oai:union.ndltd.org:TW/090NTPU1121001 |
| Date | January 2002 |
| Creators | chau-ming fang, 方昭明 |
| Contributors | ming-shiun chen, 陳銘薰 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 110 |
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