| Summary: | 碩士 === 淡江大學 === 中國大陸研究所 === 84 === The Study shall apply the general theories in manpower resource management and the applied theories of manpower resource management in multi-national corporations in the attempt to delve into the conditions of the manpower resource management system applied by Taiwanese public stock corporations in Mainland China.
Frist, we shall attempt to understand the definitions and development process contained in the personnel management theories; as well as the manpower resource management theories that should be observed by corporations investing in overseas operations. Then, the study shall pattern a set of questionnaires based on the ideas obtained from these theories and their related reference materials.
The study made a six-phased analysis of the manpower resource management herin referred; namely, the "employment method", "remuneration system", "work conditions", "labor & management relationship", "training courses" and "evaluation system".
The results of the study revealed the following:
A.Manpower resource build-up: local employees, employment of managers, conditions for selection.
The employment of the personnel for the different levels of management:
1.Positions in the senior level of management are mostly appointed by the mother company.
2.Middle management positions are mostly filled by newly promoted members of the staff.
3.Regular employees are employed through introduction and recommendation.
B.Manpower resource development
1.The psychological make-up of the local employees and management staff.
Methods employed to boost employee morale and work performance.
Financial rewards; such as salary increases and additional bonuses, promotions, institution of welfare benefits; used to improve work performance.
2.Personnel training and development
Most of the companies provide their personnel with development training programs. Repercussions of the current restrictions imposed by government authorities of Taiwan on the entry Mainland Chinese to Taiwan are seen in the problems encountered during the process of investing and operating businesses in Mainland China. E.g., It is still impossible for a Mainland Chinese management personnel to obtain a visa to Taiwan in order that he may attend the training courses and meeting conferences conducted by the head office in Taiwan Therefore, excluding matters of government policies, Taiwanese entrepreneurs should be more active in the training courses conducted in Taiwan in order to improve the training outcome.
C.Employee compensation
Salaries:
Basic salaries should be based on educational attainment, experience, years of service and age.
D.Manpower resource management
1.Work hours
Most companies have a five-day week; some have a six-day week.
2.Safety and sanitation considerations
Most companies have safety & sanitation regulations, special safety & sanitation units and safety & sanitation orientations.
3.Labor & management relationship
Bad communications may result to the emergence of varying values in the labor and management sectors; such differences should be acknowledged in all angles (sentiments, reason and the law). Different logical and legal views as well as cultural differences may become the causes of labor disputes in the Taiwanese corporations. There is a need to understand the different cultural structures and the causes for the conflict of interests among employees; in order to come up with a solution for such problems. Further a common set of criteria should be established for the labor and management sectors alike in order to allow for the reconciliation of both parties involved in the event of a conflict.
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