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題名 以西方觀點探討台灣人才管理
Talent Management in Taiwan from a Western Perspective
作者 李佳蓁
Lee, Chia Chen
貢獻者 何富年
Ho, Foo Nin
李佳蓁
Lee, Chia Chen
關鍵詞 台灣
西方
儒家
資本主義
人才管理
Taiwan
West
Confucianism
Capitalism
Talent Management
日期 2016
上傳時間 11-Jul-2016 17:29:19 (UTC+8)
摘要 Talent management comprises an organization’s efforts to attract, select, develop and retain high-potential employees, as well as the identification of key positions in multinational companies (Stahl et al., 2012). Taiwanese talent management differs greatly compared to western practice based on the sociocultural difference between countries (Varma & Budhwar, 2013). Many dissimilarities in the HR practices between Taiwanese and western firms can be led back to the significant alteration of individualist and collectivist perspectives and characteristics. However, many talent management differences in Taiwan as opposed to Western countries can also be connected to Confucianism and to influences of Taiwanese culture – which is unique due to Taiwan’s democratic laissez-faire market economy mixed with a pinch of Chinese characteristics. For Western companies seeking FDI in Taiwan or planning to set up a subsidy it is crucial to form a deep understanding of these differences which is essential to the firm’s hiring success.
This study focuses on exploring the differences between Taiwanese and Western Talent Management approaches and draws on deeper psychological research (MBTI) to analyze cultural and psychosomatic dissimilarities with regards to behavior.
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描述 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
103933025
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0103933025
資料類型 thesis
dc.contributor.advisor 何富年zh_TW
dc.contributor.advisor Ho, Foo Ninen_US
dc.contributor.author (Authors) 李佳蓁zh_TW
dc.contributor.author (Authors) Lee, Chia Chenen_US
dc.creator (作者) 李佳蓁zh_TW
dc.creator (作者) Lee, Chia Chenen_US
dc.date (日期) 2016en_US
dc.date.accessioned 11-Jul-2016 17:29:19 (UTC+8)-
dc.date.available 11-Jul-2016 17:29:19 (UTC+8)-
dc.date.issued (上傳時間) 11-Jul-2016 17:29:19 (UTC+8)-
dc.identifier (Other Identifiers) G0103933025en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/98877-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理英語碩士學位學程(IMBA)zh_TW
dc.description (描述) 103933025zh_TW
dc.description.abstract (摘要) Talent management comprises an organization’s efforts to attract, select, develop and retain high-potential employees, as well as the identification of key positions in multinational companies (Stahl et al., 2012). Taiwanese talent management differs greatly compared to western practice based on the sociocultural difference between countries (Varma & Budhwar, 2013). Many dissimilarities in the HR practices between Taiwanese and western firms can be led back to the significant alteration of individualist and collectivist perspectives and characteristics. However, many talent management differences in Taiwan as opposed to Western countries can also be connected to Confucianism and to influences of Taiwanese culture – which is unique due to Taiwan’s democratic laissez-faire market economy mixed with a pinch of Chinese characteristics. For Western companies seeking FDI in Taiwan or planning to set up a subsidy it is crucial to form a deep understanding of these differences which is essential to the firm’s hiring success.
This study focuses on exploring the differences between Taiwanese and Western Talent Management approaches and draws on deeper psychological research (MBTI) to analyze cultural and psychosomatic dissimilarities with regards to behavior.		en_US
dc.description.tableofcontents 1. A Cross-Cultural Perspective on Talent 1
1.1 Capitalism versus Confucianism 2
1.2 Confucian Values in Taiwan 5
1.3 Quantum Leaps versus Continuous Learning 7
1.4 Hire and Fire Mentality meets Loyalty and Nurturing 8
2. Socio-economic and Cultural Background 9
3. Strategic Talent Management in Taiwan 10
3.1 Recruiting the Right Talents 10
3.2 Typical Recruiting Risks in Taiwan 20
3.3 Western Expatriates versus Local Hiring 22
3.4 Developing and Retaining Taiwanese Employees 30
3.5 Performance Management and Appraisal 32
4. Successful HR Management 38
4.1 Understanding Leadership in Taiwan 38
4.2 Cultural Expectations of Taiwanese Employees 43
4.3 Taiwanese Personality Profile 52
4.4 Creating a Culturally Suitable Leadership Style from a Western Perspective 62
4.5 Women in Leadership Positions 65
5. Salaries and Wages in Taiwan 70
5.1 Salaries in Taiwan 70
5.2 Cost of Employment 74
5.3 Income Tax 76
5.4 Holidays, Work-, and Vacation Time 78
5.5 Contract Preferences (Conjoint Analysis) 82
6. Managerial Implications 90		zh_TW
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0103933025en_US
dc.subject (關鍵詞) 台灣zh_TW
dc.subject (關鍵詞) 西方zh_TW
dc.subject (關鍵詞) 儒家zh_TW
dc.subject (關鍵詞) 資本主義zh_TW
dc.subject (關鍵詞) 人才管理zh_TW
dc.subject (關鍵詞) Taiwanen_US
dc.subject (關鍵詞) Westen_US
dc.subject (關鍵詞) Confucianismen_US
dc.subject (關鍵詞) Capitalismen_US
dc.subject (關鍵詞) Talent Managementen_US
dc.title (題名) 以西方觀點探討台灣人才管理zh_TW
dc.title (題名) Talent Management in Taiwan from a Western Perspectiveen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻)  Adler, Nancy J, (1987), Pacific basin managers: A gaijin, not a woman. Human Resource Management. 26 (2), Summer, 169-192.
 AHK-Taiwan. (2015). From http://www.taiwan.ahk.de/country-info/did-you-know/, retrieved 23.02.2016
 Ashamalla, M. H. (1998). International human resource management practices: The challenge of expatriation. Competitiveness Review, 8(2), 54-65.
 Aon Hewitt. (2014). Country Profile Taiwan. http://www.aon.com/attachments/human-capital-consulting/Sample-Country-Profile_Taiwan.pdf. Retrieved 2016-04-12.
 AW (2012). Asian and Western Management Styles, Innovative Culture and Professionals’ Skills. http://140.116.240.46/ISAD/files/R48951135-a.pdf. Retrieved 2016-03-14.
 Benson, G. S., & Pattie, M. (2008). Is expatriation good for my career? The impact of expatriate assignments on perceived and actual career outcomes. The International Journal of Human Resource Management, 19(9), 1636-1653.
 Berthon, P., Ewing, M., & Hah, L. L. (2005). Captivating company: dimensions of attractiveness in employer branding. International journal of advertising, 24(2), 151-172.
 Björkman, I., & Lu, Y. (1999). The management of human resources in Chinese–Western joint ventures. Journal of World Business, 34, 306–324.
 Brewster, C. (2004). European perspectives on human resource management. Human Resource Management Review, 14(4), 365-382.
 Caligiuri, Paula; Phillips, Jean; Lazarova, Mila; Tarique, Ibraiz & Burgi, Peter. (2001). The theory of met expectations applied to expatriate adjustment: The role of cross-cultural training. International Journal of Human Resources Management, 12, 357-372.
 Caligiuri, Paula; Lazarova, Mila; Tarique, Ibraiz. (2005). Training, learning, and development in multinational organizations. In Hugh Scullion & Margaret Linehan (Eds.), International human resources management: A critical text (pp. 71-90). New York: Palgrave Macmillan.
 Chan, C. Y., Tai, V. W., Li, K. A., & Jelic, R. (2012). Do market participants favor employee stock option schemes? Evidence from Taiwan. Emerging Markets Finance and Trade, 48(sup1), 110-132.
 Cheers.com.tw. (2015). From http://topic.cheers.com.tw/issue/2015/jobs/home/
best.aspx, retrieved 19.02.2016
 Chen, H. M., & Chang, C. C. (2016). Contingent Expatriate Training Strategies with Examples of Taiwan MNEs. Journal of Human Resource and Sustainability Studies, 4(01), 1.
 Cheng, B. S., Chou, L. F., Wu, T. Y., Huang, M. P., & Farh, J. L. (2004). Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7(1), 89-117.
 Chin, Ann-ping (2007). The authentic Confucius: A life of thought and politics. New York: Scribner
 Chiotis-Leskowich, I. (2009). The family as a developmental issue in expatriate assignments. Development and Learning in Organizations. An International Journal, 23(6), 4-7.
 CNA. (2015). More young Taiwanese seek employment overseas. From http://www.channelnewsasia.com/news/business/more-young-taiwanese-seek/1899216.html, retrieved 23.02.2016
 Collins, J. (2005). Level 5 leadership: the triumph of humility and fierce resolve.
 Copper, J.F. (1999) Taiwan: Nation-State or Province.`. 3rd edn. Boulder, CO: Westview, `Country reports on human rights practices for 1999: Taiwan" (2000) Women`s International Network (WIN News). 26(2): 29: http:// www.softlineweb,com/softline web/bind
 De Bary, William Theodore; Lufrano, Richard John, eds. (2001). Sources of Chinese Tradition: From 1600 Through the Twentieth Century. Introduction to Asian civilizations 2 (2 ed.). Columbia University Press. p. 342. Retrieved 2016-04-07.
 Destatis. (2015). Ausländische Bevölkerung https://www.destatis.de/DE/Publikationen/
Thematisch/Bevoelkerung/MigrationIntegration/AuslaendBevoelkerung.html.
Retrieved 2016-09-03.
 Dickson, M. W., Den Hartog, D. N., & Mitchelson, J. K. (2003). Research on leadership in a cross-cultural context: Making progress, and raising new questions. The leadership quarterly, 14(6), 729-768.
 Dube, A., Freeman, E., & Reich, M. (2010). Employee replacement costs. Institute for Research on Labor and Employment.
 Elving, W. J., Westhoff, J. J., Meeusen, K., & Schoonderbeek, J. W. (2013). The war for talent? The relevance of employer branding in job advertisements for becoming an employer of choice. Journal of Brand Management, 20(5), 355-373.
 Fernández-Aráoz C (1999) ‘Hiring without Firing’, Harvard Business Review. http://hbr.org/1999/07/hiring-without-firing/ar/1. Retrieved 2016-03-15.
 Ferraro, G.P. (2002) The Cultural Dimension Of International Business. 4th edn. New Jersey: Pearson Education
 Forbes. (2014). The Mysterious Popularity Of The Meaningless Myers-Briggs (MBTI). http://www.forbes.com/sites/toddessig/2014/09/29/the-mysterious-popularity-of-the-meaningless-myers-briggs-mbti/#390438e150ad. Retrieved 2016-17-03.
 Ghorpade, J. (2000). Managing five paradoxes of 360-degree feedback. The Academy of Management Executive, 14(1), 140-150.
 Ghosheh, N. (2013). Working conditions laws report 2012: A global review. International Labour Organization. Retrieved 2016-04-26.
 Guang, S. (1956). Zizhi tongjian. History as a mirror. (Edition published by Beijing: Guji Chubanshe, 1956).
 Hall, Edward, T. (1976). Beyond Culture. New York: Anchor Books, 222, 13.
 Hofstede, G. (1984). Culture`s consequences: International differences in work-related values (Vol. 5). Sage.
 Hofstede, G. (2011). Dimensionalizing cultures: The Hofstede model in context. Online readings in psychology and culture, 2(1), 8.
 Hoogervorst, J., van der Flier, H., & Koopman, P. (2004). Implicit communication in organisations: The impact of culture, structure and management practices on employee behaviour. Journal of Managerial Psychology, 19(3), 288-311.
 HRWale. (2015). Myers-Briggs Type Indicator (MBTI). http://www.hrwale.com/
general-hr/myers-briggs-type-indicator-mbti-2/. Retrieved 2016-28-04.
 Hsung, R. M. & Chow, E. N. L. (2001) Institutions and networks constructing gender inequality in manufacturing: the case of Taiwan’s export processing and industrial zones, in: A. Y. So, Nan Lin & D. Poston (Eds) The Chinese Triangle of Mainland China, Taiwan and Hong Kong, pp. 133–150 (Westport, CT: Greenwood Press).
 International Institute for Management Development. (2015). IMD World Talent Report 2015
 Ip, P. K. (2009). Is Confucianism Good for Business Ethics in China? Journal of Business Ethics, 88(3), 463-476.
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