| Summary: | 碩士 === 國立中央大學 === 人力資源管理研究所碩士在職專班 === 92 === Human resource management（HRM） sustained the competitive advantage due to it’s rare, inimitable, non-substitutable and unique, hence, became the key factor of the corporation’s success. In Taiwan, facing the dramatic economic change after entering WTO since 2002, each corporation needs to do the necessary strategy adjustment to gain the market’s advantage. What kind of HRM practices the subsidiary of multinational corporations (MNCs) in Taiwan will apply? Do the difference from local firms due to the influence from home base’s cultural and strategy or similar to local firms with the influence from the local environment?
Due to the fact, our research was undertaken to probe into the difference on HRM practices implemented in MNCs’ subsidiaries and local firms in Taiwan. The study mainly intends to explore, under the differences in national cultures of the subsidiaries and local firms, the degree of similarity and difference to the HRM practices implementation between the MNCs subsidiaries and local firms in Taiwan. This research received 202 valid questionnaires, with 23.05% return rate from the MNC’s subsidiaries in Taiwan and 14.01% return rate with 155 questionnaires from the local public listed companies.
After the data analysis, we verify that HRM practices in Taiwan are different between the MNCs’ subsidiaries and local firms due to the influence by home base’s cultural, strategy, value or by competitors. The majority differences come from the subsidiaries of USA and local firms. We come out with two major conclusions from the research. First, there are existing difference of HRM practices between the MNC’s subsidiaries and local firms in Taiwan. Second, the HRM practices in MNC’s subsidiaries and local firms demonstrate have the similarity tendency in Taiwan.
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