碩士 / 國立中山大學 / 人力資源管理研究所 / 99 / The era of Globalization fastens the pace of corporation internationalization. National boundaries are no longer limitations for the quick transportation of people, commodities or capital all over the world. Under such circumstances, “global mobility” equals “competitiveness,” and the concept of “Third-country Expatriation” takes place coordinately.
The utilization of “Third-country Nationals (TCNs)” within Multinational corporations (MNCs) stands for maturity in global development. It means MNCs already possess several well-developed overseas subsidiaries which are adequate to providing competent expatriates to become TCNs. Third-country Expatriation not only assists MNCs in expanding overseas sites, accelerating regional development, building regional talent pool, but also can be used as strategic management for MNCs to foster global talents or even business successors. Nevertheless, it’s indeed a pity that there are very limited researches related to Third-country Expatriation both among domestic and foreign researchers. Both practitioners and academics have treated lightly the unique role of TCNs in the international workforce. With the growing international development of domestic MNCs and newly emerging overseas markets, the importance of Third-country Expatriation related issues is definitely about to enhance.
This research adopts the exploratory quantity method, and conducts the in-depth interview with three domestic and foreign MNCs. Through the examination of their Third-country Expatriation practices, this research is able to come up with a more complete and integrated study on each human resource management activities, including: the planning for Third-country Expatriation system – (1) reasons for third-country expatriation, (2) types and positions for third-country expatriation, (3) the main role of third-country expatriation system’s planning, and the human resource management for Third-country Nationals – (1) TCNs’ selection (including decision-making and selection standards), (2) TCNs’ education and training, (3) TCNs’ compensation management, (4) TCNs’ performance management, (5) TCNs’ repatriation, (6) TCNs’ oversea life support system, (7) other TCNs’ management practices issues. On the other hand, based on the research results, this research also provides some essential suggestions and advices for domestic Taiwanese companies who plan to develop Third-country Expatriation system in the future.
| Identifer | oai:union.ndltd.org:TW/099NSYS5007019 |
| Date | January 2011 |
| Creators | Hsien-chih Lin, 林賢致 |
| Contributors | Jin-feng Uen, 溫金豐 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 106 |
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