| Summary: | 碩士 === 國立中央大學 === 人力資源管理研究所 === 91 ===
With the great impact of globalization, multinational corporations(MNCs) have to encounter the dilemmas of global integration and local responsiveness. The factors on the subsidiary’s market, employees’ multi-nationalities and local culture etc. make the multinational management more challengable, especially when considering whether MNCs should adopt one parent-oriented system in other different countries or not. Meanwhile, as MNCs tries best to pursue the efficiency of global integration, the problem of the isomorphism among MNC’s parent corporation and its subsidiaries stands out for drawing more attention and focus. This also results in the subjects of the similarity of human resource management(HRM) among MNC’s parent corporatioin and its subsidiaries.
This rearch was undertaken to probe into how subsidiary’s strategy influences the HRM similarity from the perspective of affiliates. Those factors include, subsidiary’s characteristics, subsidiary’s business strategy, additional value, and subsidiary’s structure under the global system. The targeted objects of this research come from MNCs in Taiwan and it comes out four findings. First, subsidiaries with sufficient resources will resemble their parent corporations in the approach on best HRM practice. Second, when subsidiaries tend to adopt local cost leadership strategy, the parent corporations will use HRM as a control system. In this case, the subsidiaries’ HRM practices will more resemble their parent corporation. Third, the subsidiaries’ HRM practices will not resemble its parent corporation when subsidiaries’ functional activities are highly value-added. Forth, to achieve global integration, subsidiaries’ HRM practices will more resemble its parent corporations.
This research finds that comparing with other factors, strategic issue is the main factor to conducing the isomorphism among the parent corporations and subsidiaries. The IHRM issues of multinational corporations should be considered from the strategic perspective. HRM can be a supervision means for MNCs to enhance the global cost and productivity effectiveness. On the other hand, subsidiaries must pursue HRM’s maximum added value to cope with the ever-changing industry environment. And as managing the pressure of global integration to obtain the competitiveness of economies scale, MNCs also should integrate the breadthways matrix of multinational management supporting mechanism.
When MNCs integrate the resources of subsidiaries through the multi-perspectives and uses HRM effectively to satisfy the organization and local needs, it can turn the competencies into competitive advantages and contribute the company to march forward as a leading edge one in global market.
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