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題名 企業招募社會新鮮人才外派之研究－以台灣標竿企業為例
A study of enterprises recruiting fresh graduates as expatriate employees: examples of eleven Taiwanese benchmark companies作者 吳宜庭
Wu, Yi-Ting貢獻者 蔡維奇
Tsai, Wei-Chi
吳宜庭
Wu, Yi-Ting關鍵詞 外派
新鮮人
招募
標竿企業
Expatriate
Fresh graduates
Recruiting
Benchmark companies日期 2017 上傳時間 2-Mar-2018 12:05:29 (UTC+8) 摘要 本研究目的為了解企業招募青年外派人才的需求及目的、招募甄選、外派訓練之現況；調查了11家佈局國際的台灣知名企業，產業類別涵蓋科技業、金融業、製造業、量販流通相關業、旅遊業。研究發現台灣企業外派新鮮人才目的為擔任確保當地維持母公司的制度、填補職缺的角色。在招募甄選方面，企業招募外派新鮮人才綜合使用傳統與網路徵才管道。傳統管道多為校園招募，網路管道則是官網、網路人力銀行與臉書。甄選外派新鮮人才重視個人特質因素包含海外求職意願、適應性、海外經驗、學習潛能、人際關係技巧等，在能力因素方面語言是最重要的。外派培訓方面，受訪企業皆重視人才培訓，培訓的內容與時間依照產業、職缺目的、產品複雜程度而有所不同。本研究建議企業使用國際畢業人才專案來進行統一的招募甄選以集中招募的資源、搭配職涯規劃與完善培訓制度吸引求職者的目光。在培訓方面增加跨文化的培訓，例如跨文化的課程、當地產業個案探討與雙輔導員制度協助外派者順利完成派外任務。
The purpose of this study is to understand the current situation about companies of recruiting, selecting and training young talents as expatriates. This study investigates 11 well-known enterprises in Taiwan, covering the science and technology industry, finance industry, manufacturing industry, retailing industry, and tourism.The study finds that the purpose of young expatriate assignment of Taiwanese companies is to take control of the role to ensure that the local maintenances follow the parent company’s system. In the recruitment of selection, companies use both traditional and Internet channels to recruit fresh graduates. They usually use the campus recruitment as the main traditional channel; meanwhile, they use the official website, cooperation websites and Facebook as major internet channels to approach the fresh graduates. Companies emphasize personal factors including individual willing of working overseas, adaptability, overseas experiences, learning potential, social skills, etc. as the selection of fresh talents and in terms of external factors, the language skill is the most important. With regard to the training of the young expatriates, all the respondents put emphasis on the training of young expatriates. The training programs are different from industry to industry. This study suggests that companies use international graduates program which can unify resources to recruit and select fresh graduates. With promising career plan and well-planned training system, companies can attract the attention of job seekers. Moreover, companies can improve cross-cultural training, such as cross-cultural curricula, local industry case studies and dual counselors to assist young expatriates in successfully completing the expatriate assignment.參考文獻 一、中文部分1.行政院主計總處(2016)。就業失業統計資料查詢系統。取自http://win.dgbas.gov.tw/dgbas04/bc4/timeser/comuse_f.asp2.邱芷綾(2016年10月14日)。7成7年輕人欲海外工作 越「菜」越想出走 日、美、星最熱。1111職場新聞網。取自https://www.1111.com.tw/news/surveyns_con.asp?ano=981853.金融監督管理委員會(2016)。鼓勵金融機構布局亞洲。取自https://www.fsc.gov.tw/ch/home.jsp?id=494&parentpath=0,74.林銘瀚(2012)。我國人民海外就業因素之探討(碩士論文）。國立台北大學統計學系碩士論文。取自臺灣博碩士論文系統。(系統編號100NTPU0337027）。5.徐耀浤(2011)。推動台灣企業品牌國際化策略探討－以「專業品牌行銷公司」為例。經濟研究，12，189-232。6.陳厚銘、連勇智、許嘉文、林玟廷、簡睿哲(2016)。國際企業研究發展的新方向和新興議題。管理學報，33(1)，35-60。7.陳佳雯、李世珍(2015)。青年赴海外就業與創業態度、特性與影響因素研究。勞動部勞動及職業安全衛生研究所103年度研究計畫(編號：ILOSH103-M101)。新北市:勞動部。8.教育部(2013)。教育部人才培育白皮書。臺北市：行政院教育部。9.梁明義、王文音(2002)。台灣半世紀以來快速經濟發展的回顧與省思。載於林建甫(主編)，金融投資與經濟發展:紀念梁國樹教授第六屆學術研討會論文集。台北:國立台灣大學經濟學系。10.勤業眾信(2016)。2016全球製造業競爭力指標。取自https://www2.deloitte.com/tw/tc/pages/manufacturing/articles/global-manufacturing-competitiveness-index.html11.經濟部國貿局(2015)。中華民國國際貿易發展概況2015-2016。取自http://www.trade.gov.tw/Pages/Detail.aspx?nodeID=1589&pid=561918&dl_DateRange=all&txt_SD=&txt_ED=&txt_Keyword=&Pageid=012.趙必孝(2006)。國際化管理第二版—人力資源觀點。高雄市：趙必孝發行。13.榮泰生(2011)。企業研究方法第四版。臺北市：五南出版股份有限公司。14.顏瑞瑩 (2003)。外派主管的管理職能之研究-以我國企業外派大陸地區為例（碩士論文）。取自http://nccur.lib.nccu.edu.tw/handle/140.119/3442415.藍科正(2014年12月11日)。國人赴海外工作的現象與政策建議【台灣就業通】。取自http://overseas.taiwanjobs.gov.tw/Pages/Detail.aspx?nodeid=41&pid=70 二、英文部分1.Adler, N. J., & Bartholomew, S. (1992). Managing globally competent people, Academy of Management Executive, 6(3), 52-65. 2.Barber, A. E. (1998). Recruiting employees. London, England: Sage.3.Bonache, J., Brewster, C., & Suutari, V. (2001). Expatriation: A developing research agenda. Thunderbird International Business Review, 43(1), 3-20.4.Black, J. S., Mendenhall, M., & Oddou, G. (1991). Toward a comprehensive model of international adjustment: An integration of multiple theoretical perspectives. The Academy of Management Review, 16(2), 291-317.5.Bourdieu, P. (1986): The forms of capital. In J. G. Richardson (Ed.), Handbook of theory and research for the sociology of education (pp.241-258). New York: Greenwood.6.Edström, A., & Galbraith, J. R. (1977). Transfer of managers as a coordination and control strategy in multinational organizations. Administrative Science Quarterly, 22, 248-263.7.Feldman, D. C., & Thomas, D. C. (1992). Career management issues facing expatriates. Journal of International Business Studies, 23(2), 271-293.8.Girard, A., & Fallery, B. (2009). E-recruitment: new practices, new issues. An exploratory study. T. Boudarouk and H. Ruel. Human Resource Information System, INSTICC Press, 39-48. Retrieved from: https://hal.archives-ouvertes.fr/hal-00777802/document9.Ghadar. F., & Adler, N. J. (1989). Management culture and the accelerated product life cycle. Human Resource Planning, 12(1):37-42.10.Harzing, A. W. (2001). Of bears, bumble-bees and spiders: The role of expatriates in controlling foreign subsidiaries, Journal of World Business, 36(4), 366-379.11.Heenan, D. A., & Perlmutter, H. V. (1979). Multinational organization development: A social architecture perspective. New York: Addison Wesley Longman.12.Kuhn, P., & Skuterud, M. (2000). Job search methods: Internet versus traditional. Monthly Labor Review. 123(10), 3-11.13.Mezias, J. M., & Scandura, T. A. (2005). A needs-driven approach to expatriate adjustment and career development: A multiple mentoring perspective. Journal of International Business Studies, 36, 519-538.14.Mendenhall, M., Dunbar, E., & Oddou, G. (1987). Expatriate selection, training and career pathing: A review and critique. Human Resource Management, 26(3), 331-345.15.Selmer, J. (2001).Who wants an expatriate business career? In search of the cosmopolitan manager. International Journal of Cross Cultural Management, 1(2), 173-185. 16.Sills, M. (2014). E-recruitment: A comparison with traditional recruitment and the influences of social media. (Metropolia University of Applied Sciences Bachelor of Business Administration European Management, Helsinki, Finland). Retrieved from http://theseus56-kk.lib.helsinki.fi/bitstream/handle/10024/80428/Sills_Maureen.pdf?sequence=1&isAllowed=y17.Stone, R. J. (1986). Expatriate selection and orientation. Human Resources Management of Australia, 24(3), 24-28.18.Robinson, R. D. (1984). Internationalization of Business：An Introduction. Chicago, Ill.: Dryden. 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
104363030資料來源 http://thesis.lib.nccu.edu.tw/record/#G0104363030 資料類型 thesis dc.contributor.advisor 蔡維奇 zh_TW dc.contributor.advisor Tsai, Wei-Chi en_US dc.contributor.author (Authors) 吳宜庭 zh_TW dc.contributor.author (Authors) Wu, Yi-Ting en_US dc.creator (作者) 吳宜庭 zh_TW dc.creator (作者) Wu, Yi-Ting en_US dc.date (日期) 2017 en_US dc.date.accessioned 2-Mar-2018 12:05:29 (UTC+8) - dc.date.available 2-Mar-2018 12:05:29 (UTC+8) - dc.date.issued (上傳時間) 2-Mar-2018 12:05:29 (UTC+8) - dc.identifier (Other Identifiers) G0104363030 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/116168 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 104363030 zh_TW dc.description.abstract (摘要) 本研究目的為了解企業招募青年外派人才的需求及目的、招募甄選、外派訓練之現況；調查了11家佈局國際的台灣知名企業，產業類別涵蓋科技業、金融業、製造業、量販流通相關業、旅遊業。研究發現台灣企業外派新鮮人才目的為擔任確保當地維持母公司的制度、填補職缺的角色。在招募甄選方面，企業招募外派新鮮人才綜合使用傳統與網路徵才管道。傳統管道多為校園招募，網路管道則是官網、網路人力銀行與臉書。甄選外派新鮮人才重視個人特質因素包含海外求職意願、適應性、海外經驗、學習潛能、人際關係技巧等，在能力因素方面語言是最重要的。外派培訓方面，受訪企業皆重視人才培訓，培訓的內容與時間依照產業、職缺目的、產品複雜程度而有所不同。本研究建議企業使用國際畢業人才專案來進行統一的招募甄選以集中招募的資源、搭配職涯規劃與完善培訓制度吸引求職者的目光。在培訓方面增加跨文化的培訓，例如跨文化的課程、當地產業個案探討與雙輔導員制度協助外派者順利完成派外任務。 zh_TW dc.description.abstract (摘要) The purpose of this study is to understand the current situation about companies of recruiting, selecting and training young talents as expatriates. This study investigates 11 well-known enterprises in Taiwan, covering the science and technology industry, finance industry, manufacturing industry, retailing industry, and tourism.The study finds that the purpose of young expatriate assignment of Taiwanese companies is to take control of the role to ensure that the local maintenances follow the parent company’s system. In the recruitment of selection, companies use both traditional and Internet channels to recruit fresh graduates. They usually use the campus recruitment as the main traditional channel; meanwhile, they use the official website, cooperation websites and Facebook as major internet channels to approach the fresh graduates. Companies emphasize personal factors including individual willing of working overseas, adaptability, overseas experiences, learning potential, social skills, etc. as the selection of fresh talents and in terms of external factors, the language skill is the most important. With regard to the training of the young expatriates, all the respondents put emphasis on the training of young expatriates. The training programs are different from industry to industry. This study suggests that companies use international graduates program which can unify resources to recruit and select fresh graduates. With promising career plan and well-planned training system, companies can attract the attention of job seekers. Moreover, companies can improve cross-cultural training, such as cross-cultural curricula, local industry case studies and dual counselors to assist young expatriates in successfully completing the expatriate assignment. en_US dc.description.tableofcontents 謝誌 I中文摘要 II英文摘要 III目次 III第一章 緒論 1第一節 研究背景 1第二節 研究重要性與目的 3第三節 研究流程 4第四節 論文架構 5第二章 文獻探討 6第一節 國際企業人力資源管理與外派人才目的 6第二節 外派人才招募與甄選 11第三節 企業外派人才訓練 17第三章 研究方法 23第一節 研究方法 23第二節 研究對象 23第三節 研究流程 26第四節 訪談問題設計 27第四章 研究結果 28第一節 個案公司研究摘要 28第二節 個案公司研究摘要分析 42第三節 求職者方量化結果與分析 56第四節 受雇者端個案研究摘要與分析 62第五節 整體研究發現 65第五章 結論與建議 67第一節 研究結果與討論 67第二節 企業實務建議 71第三節 求職者實務建議 72第四節 研究限制與後續研究建議 73參考文獻 74附錄一 企業訪談題目大綱 79附錄二 調查潛在海外求職者網路問卷題目 81附錄三 有海外工作經驗者訪談題目大綱 85 zh_TW dc.format.extent 3724658 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0104363030 en_US dc.subject (關鍵詞) 外派 zh_TW dc.subject (關鍵詞) 新鮮人 zh_TW dc.subject (關鍵詞) 招募 zh_TW dc.subject (關鍵詞) 標竿企業 zh_TW dc.subject (關鍵詞) Expatriate en_US dc.subject (關鍵詞) Fresh graduates en_US dc.subject (關鍵詞) Recruiting en_US dc.subject (關鍵詞) Benchmark companies en_US dc.title (題名) 企業招募社會新鮮人才外派之研究－以台灣標竿企業為例 zh_TW dc.title (題名) A study of enterprises recruiting fresh graduates as expatriate employees: examples of eleven Taiwanese benchmark companies en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、中文部分1.行政院主計總處(2016)。就業失業統計資料查詢系統。取自http://win.dgbas.gov.tw/dgbas04/bc4/timeser/comuse_f.asp2.邱芷綾(2016年10月14日)。7成7年輕人欲海外工作 越「菜」越想出走 日、美、星最熱。1111職場新聞網。取自https://www.1111.com.tw/news/surveyns_con.asp?ano=981853.金融監督管理委員會(2016)。鼓勵金融機構布局亞洲。取自https://www.fsc.gov.tw/ch/home.jsp?id=494&parentpath=0,74.林銘瀚(2012)。我國人民海外就業因素之探討(碩士論文）。國立台北大學統計學系碩士論文。取自臺灣博碩士論文系統。(系統編號100NTPU0337027）。5.徐耀浤(2011)。推動台灣企業品牌國際化策略探討－以「專業品牌行銷公司」為例。經濟研究，12，189-232。6.陳厚銘、連勇智、許嘉文、林玟廷、簡睿哲(2016)。國際企業研究發展的新方向和新興議題。管理學報，33(1)，35-60。7.陳佳雯、李世珍(2015)。青年赴海外就業與創業態度、特性與影響因素研究。勞動部勞動及職業安全衛生研究所103年度研究計畫(編號：ILOSH103-M101)。新北市:勞動部。8.教育部(2013)。教育部人才培育白皮書。臺北市：行政院教育部。9.梁明義、王文音(2002)。台灣半世紀以來快速經濟發展的回顧與省思。載於林建甫(主編)，金融投資與經濟發展:紀念梁國樹教授第六屆學術研討會論文集。台北:國立台灣大學經濟學系。10.勤業眾信(2016)。2016全球製造業競爭力指標。取自https://www2.deloitte.com/tw/tc/pages/manufacturing/articles/global-manufacturing-competitiveness-index.html11.經濟部國貿局(2015)。中華民國國際貿易發展概況2015-2016。取自http://www.trade.gov.tw/Pages/Detail.aspx?nodeID=1589&pid=561918&dl_DateRange=all&txt_SD=&txt_ED=&txt_Keyword=&Pageid=012.趙必孝(2006)。國際化管理第二版—人力資源觀點。高雄市：趙必孝發行。13.榮泰生(2011)。企業研究方法第四版。臺北市：五南出版股份有限公司。14.顏瑞瑩 (2003)。外派主管的管理職能之研究-以我國企業外派大陸地區為例（碩士論文）。取自http://nccur.lib.nccu.edu.tw/handle/140.119/3442415.藍科正(2014年12月11日)。國人赴海外工作的現象與政策建議【台灣就業通】。取自http://overseas.taiwanjobs.gov.tw/Pages/Detail.aspx?nodeid=41&pid=70 二、英文部分1.Adler, N. J., & Bartholomew, S. (1992). Managing globally competent people, Academy of Management Executive, 6(3), 52-65. 2.Barber, A. E. (1998). Recruiting employees. London, England: Sage.3.Bonache, J., Brewster, C., & Suutari, V. (2001). Expatriation: A developing research agenda. Thunderbird International Business Review, 43(1), 3-20.4.Black, J. S., Mendenhall, M., & Oddou, G. (1991). Toward a comprehensive model of international adjustment: An integration of multiple theoretical perspectives. The Academy of Management Review, 16(2), 291-317.5.Bourdieu, P. (1986): The forms of capital. In J. G. Richardson (Ed.), Handbook of theory and research for the sociology of education (pp.241-258). New York: Greenwood.6.Edström, A., & Galbraith, J. R. (1977). Transfer of managers as a coordination and control strategy in multinational organizations. Administrative Science Quarterly, 22, 248-263.7.Feldman, D. C., & Thomas, D. C. (1992). Career management issues facing expatriates. Journal of International Business Studies, 23(2), 271-293.8.Girard, A., & Fallery, B. (2009). E-recruitment: new practices, new issues. An exploratory study. T. Boudarouk and H. Ruel. Human Resource Information System, INSTICC Press, 39-48. Retrieved from: https://hal.archives-ouvertes.fr/hal-00777802/document9.Ghadar. F., & Adler, N. J. (1989). Management culture and the accelerated product life cycle. Human Resource Planning, 12(1):37-42.10.Harzing, A. W. (2001). Of bears, bumble-bees and spiders: The role of expatriates in controlling foreign subsidiaries, Journal of World Business, 36(4), 366-379.11.Heenan, D. A., & Perlmutter, H. V. (1979). Multinational organization development: A social architecture perspective. New York: Addison Wesley Longman.12.Kuhn, P., & Skuterud, M. (2000). Job search methods: Internet versus traditional. Monthly Labor Review. 123(10), 3-11.13.Mezias, J. M., & Scandura, T. A. (2005). A needs-driven approach to expatriate adjustment and career development: A multiple mentoring perspective. Journal of International Business Studies, 36, 519-538.14.Mendenhall, M., Dunbar, E., & Oddou, G. (1987). Expatriate selection, training and career pathing: A review and critique. Human Resource Management, 26(3), 331-345.15.Selmer, J. (2001).Who wants an expatriate business career? In search of the cosmopolitan manager. International Journal of Cross Cultural Management, 1(2), 173-185. 16.Sills, M. (2014). E-recruitment: A comparison with traditional recruitment and the influences of social media. (Metropolia University of Applied Sciences Bachelor of Business Administration European Management, Helsinki, Finland). Retrieved from http://theseus56-kk.lib.helsinki.fi/bitstream/handle/10024/80428/Sills_Maureen.pdf?sequence=1&isAllowed=y17.Stone, R. J. (1986). Expatriate selection and orientation. Human Resources Management of Australia, 24(3), 24-28.18.Robinson, R. D. (1984). Internationalization of Business：An Introduction. Chicago, Ill.: Dryden. zh_TW
