The Relationship between the Cross-Strait Cultural Differences and Employee Satisfaction: Taking a Taiwanese-based Company as an Example / 海峽兩岸文化差異性與員工工作滿意度之關係探討—以某台商為例

碩士 / 國立中央大學 / 人力資源管理研究所 / 96 / Human resource management systems and practices considering cultural differences can be beneficial for the domestic and overseas subsidiaries’ operation of Taiwanese multinational corporations. In recent years, the cross-strait people have experienced a huge change in cultural values. This study discusses the cultural difference among the cross-strait employees in the case company. According to the comparison of results between the parent company in Taiwan and the subsidiary company in China, this study discusses if the cultural differences influence employee satisfaction and how the cultural differences influence employee satisfaction to improve the case company’s understanding of the cultural differences and job satisfaction between the cross-strait employees. Based on the cultural differences, this study gives suggestions that are helpful to the case company for improving the cross-strait human resource management practices.
This study found that in the case company the Mainland Chinese employees’ tendencies of cultural dimensions such as power distance, individualism, masculinity and long-term orientation are significantly higher than Taiwanese employees. Also, the Mainland Chinese employees have significantly higher external satisfaction than the Taiwanese employees. Besides, employee’s tendency of masculinity has a positive impact on performance-based payment; however, it has a negative impact on the satisfaction of internal employee development. The higher the employee’s tendency of long-term orientation, the higher the employee satisfaction of training practices. Therefore, the case company should thoroughly understand of the employees’ work motivation between different areas. For the Mainland Chinese employees, the case company should put emphasis on the payment based on individual differences and performance, value the local employees’ development, diminish inequity, and plan for employee training. For the Taiwanese employees, the case company should improve their external satisfaction.

Identiferoai:union.ndltd.org:TW/096NCU05007018
CreatorsYuan-Ching Lin, 林原慶
ContributorsTung-Chun Huang, 黃同圳
Source SetsNational Digital Library of Theses and Dissertations in Taiwan
Languagezh-TW
Detected LanguageEnglish
Type學位論文 ; thesis
Format66

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