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題名:海外派遣主管工作動機對外派績效之比較研究
作者:李嫺柔 引用關係
作者(外文):Shian-Rou Lee
校院名稱:中國文化大學
系所名稱:國際企業管理研究所
指導教授:林彩梅
學位類別:博士
出版日期:2008
主題關鍵詞:工作動機外派績效國家文化差異motivationexpatriate performancenational culture difference
原始連結:連回原系統網址new window
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有關工作動機與外派績效之研究已因企業的國際化而增加了更多的面向,國際化使企業必需正視不同文化背景之差異所可能產生之效應,不論是海外投資對象之選擇或是企業內部之人力資源規劃皆受影響;故而,國家文化差異對工作動機與外派績效之研究可能產生干擾效果,因此,本研究特別針對英、美、日多國籍企業在台子公司之海外派遣主管為對象,以實證探討不同國家文化可能產生之干擾效果。本研究共發出496份問卷,得到有效問卷186份,以迴歸分析進行研究。
研究結果發現海外派遣主管工作動機與外派績效間呈現正相關,在海外派遣主管工作動機中的二個構面(內在工作動機與外在工作動機)與海外派遣主管外派績效的四個構面(情境績效、技術績效、外派特定績效及整體績效)間的關係,分別呈現正相關。有關國家文化的干擾效果部分,在工作動機與外派績效間獲得支持,唯獨在外派特定績效中,藉由英、美、日三國在台子公司之比較後發現,因為其海外派遣主管的遴選政策上的確有些許不同,這些不同可以從海外派遣主管的年齡、學歷、學習領域、就任現職及總工作年資上發現,而這樣的結果亦顯現在英、美、日三國的外派績效間,由於日本重視海外派遣主管的學歷、學習背景及年資,因此在外派特定績效間相較於英國及美國均獲得顯著效果。
The globalization of business has brought new dimensions to the study of the relationship between motivation and expatriate performance. The globalization compels business to take cultural differences into consideration when determining the location of overseas investments or managing human resources. As a result, cultural differences among countries could cause an interference effect on the relationship between motivation and expatriate performance. For this study, 496 questionnaires targeting British, American, and Japanese MNE expatriate manager in Taiwan were sent out and 186 valid responses were received for statistical analysis.
Statistical results found that there are positive relationships between expatriate manager motivation and expatriate performance. Two dimensions of motivation (intrinsic and external motivation) and four dimensions of expatriate performance(contextual, technical, expatriate-specific, and overall performances)all showed positive correlations. On the interference effect of cultural differences, this study found support on the dimensions of motivation as well as expatriate performance, except for the expatriate-specific performance. A comparison of the British, American, and Japanese companies found difference on the policy of selecting expatriate managers. This difference is shown on the criteria of age, academic background, field of study, and seniority. The effect of these different criteria can be found on the performances. Japanese companies tend to put more emphasis on the academic background, filed of study, and seniority, so Japanese expatriate manager’s show a remarkably better performance on the expatriate-specific performance.
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