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• Main Authors: Grace Huang, 黃桂花
• Other Authors: Nien-Chi Liu
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/51526601960295167401

碩士 === 國立中央大學 === 人力資源管理研究所碩士在職專班 === 91 === Abstract When the unique competitive advantages are no more unique in the industry, human resource is one of the key success factors for firms to retain their competitiveness. Based on their strategies for competitiveness, effective Human Resource Management practices can help firms better integrate their internal resources so as to enhance their total performance to reach the objectives set for retaining competitive advantages. The aim of this research is to develop a management framework at the subsidiary level of MNCS. Moreover, it further examines linkages between strategic role of the subsidiary and its human resource management activities. The Taiwan subsidiaries of MNCs are the research target and 876 companies were chosen. A questionnaire was sent to each of those companies and 124 of them were valid samples. On the questionnaire, human resources practice are divided into 16 activities and surveyed from 5 aspects, namely, cost leadership, differentiation, value chain, expatriate and reporting systems. According to the analysis result, subsidiaries of multinational corporations in Taiwan have different strategies in those16 Human Resources management activities and weight Human Resources activities at the obviously different levels. 11 out of 16 Human Resources management activities are obviously different for Cost driven strategy; 11 for differentiation strategy; 5 for sales strategy, 3 for the companies with expatriate CEO; and 2 for reporting system strategy. Keywords:，MNC，Strategy Position，HRM Activity，HR Best Practice