Interaction of Cross-Culture and Human Resource Management Strategies on Organization Performance

• Main Authors: Chia-lin Lee, 李佳霖
• Other Authors: Min-huei Chien
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/12780941677258632823

碩士 === 僑光技術學院 === 管理研究所 === 94 === In the face of the question of human resources management primarily when enterprise marches toward the internationalization, and the question of the culture is the most important in human resources management, most difficult to solve. Because of cultural difference between cross-strait of Taiwan and China, there are lots of multi-cultural problems in the management area. In order to enable Taiwan manager to invest and manage smoothly in Mainland China, how to strengthen its human resources management, it is necessary to probe into the culture aspect. Therefore, this research focused on the interaction of cross-culture and human resource management strategies on organization performance of Taiwan-owned enterprise which invested in Mainland China. According Hofstede’s theory, cross-culture’s dimensions included individualism, power distance, uncertainty avoidance, masculinity, and long versus short-term orientation. Human resource management strategies adopted Huang Ing -Chung’s theory, included advance strategy, encouragement strategy, reinforcement strategy, and transfer strategy. This research is based on the 66 copies of the questionnaires collected from the Taiwan expatriate which work in Mainland China, and did the statistical analysis to get the result from the empirical study. The research finding showed: (1) “uncertainty avoidance” and “transfer strategy”, (2) “power distance” and “transfer strategy”, (3) “power distance” and “reinforcement strategy”, (4) “long versus short-term orientation” and “transfer strategy”, and (5)“long versus short-term orientation” and “ reinforcement strategy”, above five interaction terms had significant interaction on organization performance.