簡易檢索 / 詳目顯示

回結果列表
研究生： 孫玉融
論文名稱： A Study of the Relationship between
指導教授： 朱益賢
學位類別： 碩士
Master
系所名稱： 國際人力資源發展研究所
Graduate Institute of International Human Resource Developmemt
論文出版年： 2006
畢業學年度： 94
語文別： 英文
論文頁數： 111
中文關鍵詞： expatriate adjustment 、training program 、perception
論文種類： 學術論文
相關次數： 點閱：210  下載：18 
分享至:
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報

    • The main purposes of this study were: 1. to understand the current situation regarding Taiwanese expatriates’ perceptions of formal pre-departure training programs; 2. to understand Taiwanese expatriates’ adjustments in China; 3. to examine the correlation between Taiwanese expatriates’ perceptions on formal pre-departure cultural, language and practical training programs offered (Hutching, 2003) and their subsequent adjustments to work, interactions with host nationals and the general non-work environment (Mendenhall, Dunbar & Oddou, 1991) in mainland China; 4. to examine the relationship between respondents from different backgrounds and their adjustment to life in China.
    This study surveyed the current situation of expatriates in two large-scale companies in Taiwan. Out of 73 questionnaires 30 were valid. The following were the statistical methods used: descriptive statistics, Pearson correlation, independent sample t-test and one-way ANOVA. The results include: 1. that participants’ perceptions of formal pre-departure training programs are below the average; 2. that participants’ adjustment to China is above average; 3. that there is no correlation found between participants’ perceptions of cultural and language training programs and participants’ adjustment to China, but that some showed the correlation between perceptions of practical training and participants’ adjustment to China; 4. regarding participants from different backgrounds, those who have bachelor’s degree or above adjusted to general non-work environment better than those who were graduated from vocational schools or below. Participants in finance departments adjusted to the general non-work environment better. Participants in high-class management or above adjusted better than those in middle-class management or below.

    Abstract I Table of contents II List of tables IV List of figures VI CHAPTER I. INTRODUCTION 1 Background of the Study 1 Statement of the Problem 2 Significance of the Problem 4 Purposes of the Study 6 Research Questions 7 Definitions of Terms 8 Conceptual Framework 9 Limitations 10 Chapter Summary 11 CHAPTER II. LITERATURE REVIEW 13 The Concept of Training Expatriates 13 The Concept of Expatriates’ Adjustment 17 The Concept of Factors Affecting Expatriates’ Adjustment 20 Current Research Perspective World-Wide 23 Chapter Summary 24 CHAPTER III. METHODOLOGY 25 Procedure 25 Design of Questionnaires 28 Examination of Expert Panel and Focus Group 29 Sample of the Study 30 Coding 31 Analysis 36 Time Line 37 CHAPTER IV. RESULTS 41 Response Condition 42 Instrument Reliability 42 Descriptive Statistics of Participants 43 Findings on Research Questions 51 CHAPTER V. CONCLUSIONS AND RECOMMENDATIONS 69 Conclusions 69 Recommendations 75 REFERENCES 77 APPENDIX A. THE QUESIONNAIRE FOR EXPERT PANEL 84 APPENDIX B. THE QUESIONNAIRE FOR THE STUDY 93 APPENDIX C. THE COVER LETTER OF THE QUESTIONNAIRE BY E-MAIL 101 APPENDIX D. LIST OF EXPERT PANEL AND FOCUS GROUP 103 APPENDIX E. THE FORM OF CORRECTED ITEM-TOTAL CORRELATION 104 LIST OF TABLES Table 3.1. Code book for questions in Part III in questionnaire (personal background) 32 Table 3.2. Code book for questions in Part I of the questionnaire 33 Table 3.3. Code book for questions in Part II of the questionnaire 35 Table 3.4. Code book for added-up scores from Part I (training) and Part II (adjustments) 36 Table 4.1. Response rate from A and B company 42 Table 4.2. Reliability of each factor 43 Table 4.3. Distribution of respondents, by age 44 Table 4.4. Distribution of respondents, by gender 44 Table 4.5. Distribution of respondents, by marriage status 45 Table 4.6. Distribution of respondents, by education level 45 Table 4.7. Distribution of respondents, by department 46 Table 4.8. Distribution of respondents, by employee status 47 Table 4.9. Distribution of respondents, by working years 47 Table 4.10. Distribution of respondents, by working years in China 48 Table 4.11. Distribution of respondents, by if they have studied abroad 48 Table 4.12. Distribution of respondents, by if have worked abroad 49 Table 4.13. Perception of employees on if there is pre-departure formal cultural training 49 Table 4.14. Perception of employees on if there is pre-departure formal language training 50 Table 4.15. Perception of employees on if there is pre-departure formal practical training 51 Table 4.16. Means and standard deviations for each item of the questionnaire in Part I 53 Table 4.17. Means and standard deviations for each item of the questionnaire in Part II 56 Table 4.18. Pearson correlation of training programs and different types of adjustments (n=30) 57 Table 4.19. Pearson Correlation of each item on perceptions of training programs and different types of adjustments (n = 30) 59 Table 4.20. The general depiction of background of respondents, for working adjustment 61 Table 4.21. The general depiction of departments of respondents, for working adjustment 62 Table 4.22. The general depiction of background of respondents, for interaction adjustment 63 Table 4.23. The general depiction of departments of respondents, for interaction adjustment 65 Table 4.24. The general depiction of background of respondents, for general living adjustment 66 Table 4.25. The general depiction of departments of respondents, for general living adjustment 67 LIST OF FIGURES Figure 1.1. Research framework of the study 10 Figure 3.1. Procedure of Study 27 Figure 3.2. Gantt Chart of Time Line 38

    REFERENCES

    Andreason, A W. (2003). Direct and indirect forms of in-country
    support for expatriates and their families as a means of reducing premature returns and improving job performance. International Journal of Management, 20(4), 548-555.
    Andreason, A. W. (2003). Expatriate adjustment to foreign assignments.
    International Journal of Commerce & Management, 13(1), 42-60.
    Arkoff, A. (1968). Adjustment and Mental Health. McGraw-Hill Book
    Company.
    Aycan Z, & Kanungo R. N. (1997). Current issues and future challenges
    in expatriate management. New approaches to employee management, 4, 245-260.
    Beagrie, S. (2004). How to prepare for an overseas assignment. Personnel Today, 29.
    Bird, A., & Dunbar, R. (1991). Getting the Job Done Over There: Improving Expatriate Productivity. National Productivity Review, 10(2), 145-156.
    Black, J. S. (1988). Work Role Transitions: A Study of American Expatriate Managers in Japan. Journal of International Business Studies, 19, 277-294.
    Black, J.S. (1992). Socializing American managers overseas: tactics, tenure, and role innovation. Group and Organization Management, 17, 171-192.
    Black, J.S., & Gregersen, H.B. (1990). A multifaceted approach to retention in international assignments. Group and Organization Studies, 15, 461-485.
    Black, J. S., & Gregersen, H. B. (1999). The right way to manage expats. Harvard Business Review, 77(2), 52-62.
    Black, J. S., Gregerson, H. B., Mendenhall, M., & Stroh, L. K. (1999) Globalizing People through International Assignments. Reading, MA: Addison Wesley.
    Black, J. S., Mendenhall, M., & Oddou, G. (1991). Toward a Comprehensive Model of International Adjustment: An Integration of Multiple Theoretical Perspectives. Academy of Management Review, 16(2), 291-317.
    Cerdin, J., & Dubouloy, M. (2004). Expatriation as a maturation opportunity: A psychoanalytical approach based on ‘copy and paste’. Human Relations, 57(8), 957-981.
    Chen, G. M. (2003). The Effectiveness of the Cross-Cultural Training on Job Adaptation of Taiwan Expatriate in China. Unpublished master’s thesis, Da-Yeh University, Chang-Hua.
    Chen, W. Y. (2003). The Effect of the Adaptation of Expatriates on Job Performance in Mainland China. Unpublished master’s thesis, Da-Yeh University, Chang-Hua.
    Chew, I. K. H., & Zhu, W. (2002). Factors influencing Singapore managers’ career aspiration in international assignments. Career Development International Bradford, 7(2), 96-108.
    Cryne, S. (2004). Foreign assignments increasing, along with employee resistance. Canadian Hr Reporter, 17(16), 9.
    C.S. (2004). A Revolving Door for Expatriates. Kiplinger's Personal, 58(4), 36.
    DeVellis, R. F. (1991). Scale development: Theory and applications. Newbury Park, California: Sage Publications.
    Dowling, P. J., Welch, D. W., & Schuler R. S. (1999). International Human Resource Management (3rd Edition). Cincinnati: International Thompson Publishing.
    Dunbar, E., & Katcher, A. (1990). Preparing Managers for Foreign Assignments. Training and Development Journal, 44(9), 45.
    Engen, J. R. (1995). Coming home. Training Minneapolis, 32(3), 37-40.
    Feinstein, B. E. S., & Ward, C. (1990). Loneliness and Psychological Adjustment of Sojourners: New Perspectives on Culture Shock. In D. M. Keats, D. Munro and L. Mann (eds), Heterogeneity in Cross-cultural Psychology. Lisse, Netherlands: Swets & Zeitlinger.
    Firoz, N. M., & Ramin, T. (2004). Understanding Cultural Variables is Critical to Success in International Business. International Journal of Management; 21(3), 307.
    Furnham, A., & Bochner, S. (1986). Culture Shock: Psychological Reactions to Unfamiliar Environments. London: Methuen.
    Gundling, E. (1992). Japan-Bound Training. Training & Development. 46(7), 41-45.
    Guyon, J. (2004). U.S. Workers Want Out Of The Kingdom. Fortune, 150(1), 32.
    Harrison, J. K. (1994). Developing Successful Expatriate Managers: A Framework for the Structural Design and Strategic Alignment of Cross-Cultural Training Programs. Human Resource Planning, 17(3), 17-36.
    Hochberg, J. E. (1978). Perception. N.J.: Englewood Cliffs.
    Hsieh, P. C. (2004). A Study of the Effects of HRM for Expatriates on Cross-Cultural Adjustment and Organizational Involvement: Empirical Study for Taiwanese Expatriates in U.S. and China. Unpublished master’s thesis, National Cheng Kung University, Tainan.
    Huang, L. J. (2002). The Relationship among the Satisfaction of Expatriate Policy, Overseas Adaptation, and Retention Commitment. Unpublished master’s thesis, National Dong Hwa University, Hualien.
    Hutchings, K. (2003). Cross-cultural preparation of Australian expatriates in organisations in China: The need for greater attention to training. Asia Pacific Journal Of Management, 20(3), 375-408.
    Jassawalla, A., Truglia, C., & Garvey, J. (2004). Cross-cultural conflict and expatriate manager adjustment: An exploratory study. Management Decision, 42(7/8), 837.
    Katz, J. P., & Seifer, D. M. (1996). It’s a different world out there: Planning for expatriate success through selection, pre-departure training and on-site socialization. Human Resource Planning, 19(2), 32.
    Kealey, D. J., & Prothroe, D. R. (1996). The effectiveness of cross-cultural training for expatriates: An assessment of the literature on the issue. International Journal of Intercultural Relations, 20(2), 141-65.
    Kraimer, M. L., Wayne, S. J., & Jaworski, R. A. (2001). Sources of support and expatriate performance: the mediating role of expatriate adjustment. Personnel Psychology, 54(1), 71.
    Lan, Y. H. (2002). A Study On the Relationships among the Cross-Cultural Training, Expatriate Skill and Expatriate Adjustment. Unpublished master’s thesis, Chung Yuan Christian University, Chung Li.
    Lee, C. Y. (2000). How Taiwanese expatriates' personal characters, career orientations, expatriate motivationa and expatriate adjustment affect their intention to stay in Mainland China. Unpublished master’s thesis, National Sun Yat-sen University, Kao Hsiung.
    Lee, H-W. W. (2002). A study of Taiwanese banking expatriates in the united states. Unpublished doctoral dissertation. University of Idaho. Moscow, ID.
    Lee, H. W. (2005). The Factors Influencing Expatriates. Journal of American Academy of Business, 6(2), 273.
    Li, L.C. (1992). The strategic of cross-cultural training programmes. the Journal of Management Development, 11(7), 22-30.
    Marquardt, M. J., & Engel, D. W. (1993). HRD competencies for a shrinking world. Training & Development, 47(5), 59-63.
    McGrath-Champ, S., & Yang, X. (2002). Cross cultural training, expatriate quality of life and venture performance. Management Research News, 25(8-10), 135-140.
    Mendenhall, M. E., Dunbar, E., & Oddou, G. R. (1987). Expatriate Selection, Training and Career- Pathing: A Review and Critique. Human Resource Management, 26(3).
    Nicholson, N. (1984). A Theory of Work Role Trancitions. Administrative Science Quarterly, 29, 172-91.
    O’Keeffe, T. (2003). Preparing expatriate managers of multinational organizations for the cultural and learning imperatives of their job in dynamic knowledge-based environments. Journal of European Industrial Training, 27(5), 233-244.
    O’Sullivan, S. L., Appelbaum, S. H., & Abikhzer, C. (2002). Expatriate management ‘best practices’ in Canadian MSCs: A multiple case study. Career Development International, 7(2), 79-95.
    Parker B, & McEvoy G. M. (1993). Initial examination of a model of intercultural adjustment. International Journal of Intercultural Relations, 17, 355-379.
    Peppas, S. C. (2004). Making the Most of International Assignments: A Training Model for Non-reside… Journal of American Academy of Business, 5(½), 41.
    Porter, G., & Tansky, J. W. (1999). Expatriate success may depend on a ‘learning orientation’: Considerations for selection and training. Human Resource Management, 38(1), 47-61.
    Reade, C. (2003). Going the extra mile: local managers and global effort. Journal of Managerial Psychology, 18(3), 208.
    Searle, W., & Ward, C. (1990). The Prediction of Psychological and Socio-Cultural Adjustment During CrossCultural Transitions. International Journal of Intercultural Relations, 14, 449-464.
    Selmer, J. (1998). International Management in China. Cross-cultural Issues, London: Routledge.
    Selmer, J. (2002). Practice makes perfect? International experience and expatriate adjustment. Management International Review, 42(1), 71-87.
    Shaffer, M. A., Harrison, D. A., & Gilley, K. M. (1999). Dimensions, determinants, and differences in the expatriate adjustment Process. Journal International Business Studies, 30(3), 557-581.
    Shay, J. P., & Baack, S. A. (2004). Expatriate assignment, adjustment
    and effectiveness: an empirical examination of the big picture. Journal of International Business Studies, 35(3), 216-232.
    Shay, J., & Tracey, J. B. (1997). Expatriate managers. Cornell Hotel and Restaurant Administration Quarterly, 38(1), 30-35.
    Stahl, G. (2000). Between Ethnocentrism and Assimilation: An exploratory Study of the Challenges and Coping Strategies of Expatriate Managers. Paper presented at the Academy of Management Conference, 4-9.
    Suutari, V., & Vurch, D. (2001). The role of on-site training and support in expatriation: Existing and necessary host-company practices. Career Development International, 6(6), 298-311.
    Tracey, W. R. (1998). The Human Resource Glossary (2nd Edition), St. Lucie Press.
    Tung, R. L. (1981). Selecting and training of personnel for overseas assignments. Columbia Journal of World Business, 16, 68-78.
    Tung, R. L. (1982). Selection and Training Procedures of U.S., European, and Japanese Multinational. California Management Review, 25(1), 57.
    Tung, R. L. (1987). Expatriate assignments: enhancing success and minimizing failure. The academy of management executive, 1(2), 117-126.
    Tung, R. L. (1988). The New Expatriates: Managing Human Resources Abroad. Cambridge. MA: Ballinger Publishing.
    Varner, I. I., & Palmer, T. M. (2005). Role of Cultural Self-Knowledge in Successful Expatriation. Singapore management Review, 27(1), 1.
    Ward, C., & Kennedy, A. (1996). Crossing Cultures: The Relationship Between Psychological and Socio-Cultural Dimensions of Cross-Cultural Adjustment, in J. Pandey, D. Sinha/D. P. S. Bhawuk (eds.), Asian Contributions to Cross-Cultural Psychology, New Delhi: Sage Publications.
    Welch, D. E. (2003). Globalisation of Staff Movements: Beyond Cultural Adjustment. Management International Review, 43(2), 149.
    Zakaria, N. (2000). The Effects of Cross-Cultural Training on the Acculturation Process of the Global Workforce. International Journal of Manpower, 21(6), 492-502.
    Zimmermann, A., Holman, D., & Sparrow, P. (2003). Unravelling Adjustment Mechanisms: Adjustment of German Expatriates to Intercultural Interactions, Work, and Living conditions in the People’s Republic of China. International Journal of cross Cultural Management, 3(1), 46.

    QR CODE