Responsive image
博碩士論文 etd-1128118-013720 詳細資訊
Title page for etd-1128118-013720
論文名稱
Title
培訓,家庭,朋友和監督者的支持作為保留國際僱員在台灣的強大驅動力。
Training, family and friends’ as well as supervisors’ support are strong drivers for retaining highly skilled international employees in Taiwan.
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
55
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2018-12-19
繳交日期
Date of Submission
2018-12-28
關鍵字
Keywords
員工離職、員工挽留、國際員工
International employees, Employee retention, Employee turnover
統計
Statistics
本論文已被瀏覽 5737 次,被下載 59
The thesis/dissertation has been browsed 5737 times, has been downloaded 59 times.
中文摘要
雖然員工的挽留一直是學術界研究人員非常感興趣的主題,但是在國際環 境下關於員工挽留的研究卻很少。通過對過去關於員工挽留和台灣國際員工訪談 的數據使用情況的分析,確定了台灣公司留住國際專業人才的影響因素。
首先,這篇論文討論了當前全球化世界增長的持續性總體營業額的相關 問題。其次,描述了公司的內部和外部關於員工挽留因素的分析。最後,對訪談 數據進行了分析。研究表明,薪酬是留住國際高技能員工的一個薄弱因素。在員 工決定是否留在台灣企業的過程中,還有其他一些因素也發揮著關鍵作用。我們 可以相信,對於國際員工而言,薪酬並不是一個決定性因素,培訓、家人、朋友 和主管的支持對於國際高技能員工在台灣的駐留有很大的影響。這也意味著台灣 的人力資源管理者應該注意滿足國際員工在台灣的需求和關注的領域。
Abstract
Although employee retention has been a topic of great interest to academic researchers, little has been talked about employee retention in an international environment. With an analysis of past literature on employee retention and usage of interview data with international employees in Taiwan, the influencing factors for retaining international professionals in Taiwanese organizations are identified.
First, the paper deals with the on-going issue of general turnover in the given increase of globalized world today. Secondly, internal and external organizational analyses related to retaining factors are shown. Last but not least, the data of the interviews are analysed.
The study shows that pay is a weak factor for maintaining international highly skilled employees. There are other factors that play a critical role in employees’ decision process to stay with a Taiwanese organization. What we can believe with the outcome of the study is that pay is not a driving factor for international employees but the role of training, family, friends’ and supervisors’ support have a strong impact on international highly skilled employees’ stay in Taiwan. This in turn signifies that HR managers in Taiwan should pay attention to the area of fulfilling international employees’ needs and concerns in Taiwan.
目次 Table of Contents
1. Introduction………………………………………………………………………...1
2. Literature Review………………………………………………………………….3
2.1. Internal and external organizational analysis…………………………………...6
2.1.1. Internal organizational analysis……………………………………………… 6
2.1.1.1. Key job attitudes……………………………………………………….. 7
2.1.1.2. Pay……………………………………………………………………... 8
2.1.1.3. Compensation…………………………………………………………..10
2.1.1.4. Internal work environment…..…………………………………………11
2.1.1.5. Career advancement……..……………………………………………..12
2.1.2. External organizational analysis……………………………………………..13
2.1.2.1. Local regulations……………………………………………………….15
2.1.2.2. Company’s image………………………………………………………15
2.1.2.3. External work environment…………………………………………….16
2.1.2.4. Unsolicited job offer……………………………………………………16
3. Methodology……………………………………………………………………….17
3.1. Research sample……………………………………………………………….18
3.2. Interview process……………………………………………………………...18
4. Data analysis..………………………………………………….…………………. 19
5. Results and discussion……………………………………………………………. 25
5.1. Internal organizational analysis…………………………………………… 25
5.1.1. The relationship with key job attitudes and other internal factors………… 25
5.1.2. Pay and compensation are weak predictors to organizational loyalty…….. 26
5.1.3. Internal work environment is a strong driver for organizational loyalty… 28
v
5.1.4. Career advancement is a strong driver for organizational loyalty ………. .32
5.2. External organizational analysis…………………………………… …34
5.2.1. Local regulations are perceived as either weak or neutral………………....34
5.2.2. Company’s image is perceived as either neutral or strong factor………….36
5.2.3. External work environment is a strong predictor ………………………….37
5.2.4. Unsolicited job offer………………………………………………………..38
6. Conclusion………………..…………………………………………………….....39
7. Limitations and further research………………………………………………..42
8. References…………………………………………………………………………43
9. Appendix…………………………………………………………………………..47
9.1. Interview guide………………………………………………………………… .47
參考文獻 References
Allen, D. G., Bryant, P. C., & Vardaman, J. M. (2010). Retaining talent: Replacing misconceptions with evidence-based strategies. The Academy of Management Perspectives, 24(2), 48-64
Azeez, S. A. (2017). The impact of appraisal system, supervisor support and motivation on employee retention: A review of literature. International Journal of Commerce and Management Research, 3 (7), 37-42.
Bernthal, P. R., & Wellins, R. S. (2001). Retaining talent: A benchmarking study. HR Benchmark Group, 2 (3), 1-28.
Bhatnagar, J. (2007). Talent management strategy of employee engagement in Indian ITES employees: key to retention. Employee Relations, 29 (6), 640-663.
Bryant, P. C., & Allen, D. G. (2013). Compensation, benefits and employee turnover: HR strategies for retaining top talent. Compensation & Benefits Review, 45 (3), 171-175.
Cohen-Charash, Y., & Spector, P. E. (2001). The role of justice in organizations: A meta- analysis. Organizational Behavior and Human Decision Processes, 86 (2), 278-321.
Das, B. L., & Baruah, M. (2013). Employee retention: A review of literature. Journal of Business and Management, 14 (2), 8-16.
Doh, J. P., Smith, R. R., Stumpf, S. A., & Tymon Jr, W. G. (2011). Pride and professionals: retaining talent in emerging economies. Journal of Business Strategy, 32 (5), 35-42.
Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87 (3), 565.
Focus Taiwan (2018). New rules on foreign professionals take effect. Retrieved from http://focustaiwan.tw/news/aeco/201802080042.aspx.
Hausknecht, J. P., Rodda, J., & Howard, M. J. (2009). Targeted employee retention: Performance‐based and job‐related differences in reported reasons for staying. Human Resource Management, 48 (2), 269-288.
Hay, M. (2002). Strategies for survival in the war of talent. Career Development International, 7(1), 52-55.
Holland, P., Sheehan, C., & De Cieri, H. (2007). Attracting and retaining talent: Exploring human resources development trends in Australia. Human Resource Development International, 10 (3), 247-262.
Holtom, B. C., Mitchell, T. R., Lee, T. W., & Inderrieden, E. J. (2005). Shocks as causes of turnover: What they are and how organizations can manage them. Human Resource Management, 44 (3), 337-352.
Imam, T., Ali H., & Soo H. S. (2017). Employee Retention: A Comprehensive Review and Classification. Management and Administrative Sciences Review, 6 (1), 28-40.
Irshad, M., & Afridi, F. (2007). Factors affecting employees retention: Evidence from literature. Abasyn Journal of Social Sciences, 4 (2), 307-339.
Irshad, M., Zaman, G., & Kakakhel, S. J. (2014). Does Organization Good Image Help to Attract and Retain Talented Employees: Employees Perspective. Abasyn University Journal of Social Sciences, 7 (2).
Leventhal, G. S. (1980). What should be done with equity theory?. In Social exchange (pp. 27-55). Springer, Boston, MA.
Longhurst, R. (2009). Interviews: In-depth, semi-structured. SAGE.
Maertz, C. P., Griffeth, R. W., Campbell, N. S., & Allen, D. G. (2007). The effects of perceived organizational support and perceived supervisor support on employee turnover. Journal of Organizational Behavior, 28 (8), 1059-1075.
Mitchell, T. R., Holtom, B. C., & Lee, T. W. (2001). How to keep your best employees: Developing an effective retention policy. The Academy of Management Executive, 15 (4), 96-108.
National Development Council (2018). Act for the Recruitment and Employment of Foreign Professionals. Retrieved from https://www.ndc.gov.tw/en/Content_List.aspx?n=153CD4D68F158AC8
Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. Journal of Applied Psychology, 86 (5), 825.
The News Lens (2017). Analyzing Taiwan's Draft Law on Foreign Talent. Retrieved from https://international.thenewslens.com/article/81771.
電子全文 Fulltext
本電子全文僅授權使用者為學術研究之目的,進行個人非營利性質之檢索、閱讀、列印。請遵守中華民國著作權法之相關規定,切勿任意重製、散佈、改作、轉貼、播送,以免觸法。
論文使用權限 Thesis access permission:校內校外完全公開 unrestricted
開放時間 Available:
校內 Campus: 已公開 available
校外 Off-campus: 已公開 available


紙本論文 Printed copies
紙本論文的公開資訊在102學年度以後相對較為完整。如果需要查詢101學年度以前的紙本論文公開資訊,請聯繫圖資處紙本論文服務櫃台。如有不便之處敬請見諒。
開放時間 available 已公開 available

QR Code