台商經歷了十幾年的大陸投資經驗，早期中國員工在技術及管理知識尚未成熟，往往依賴台籍幹部執行企業的運作。但隨著中國經濟逐漸開放，台籍幹部開始面臨中國人才的崛起與挑戰。長遠來看，企業要在中國深耕發展，除了積極拓展產業的未來版圖外，最重要的就是當地人才的培育與人力資源的問題。因此本研究以光電產業為研究對象，欲瞭解台商推動管理幹部當地化的現狀，包括外派人員在推動管理幹部當地化所扮演的角色與推動意願、公司培養中國籍管理幹部之情形；並探討影響管理幹部當地化的因素及管理幹部當地化的程度對組織績效的影響，最後提出結果與建議，俾作為有意推動管理幹部當地化的企業之參考。本研究採取問卷研究，針對研究母體採取隨機抽樣選出12家公司，共發出240份問卷，回收51份，總計有效問卷回收率為21.25%。經實證分析結果得到以下結論：(1)台商到中國大陸投資，設廠初期會派遣台籍幹部駐廠建立制度，並傳承企業文化，約在3-5年內，台商就會啟用中國籍人員擔任幹部。(2)台商在培養中國籍管理幹部，少有以購屋計畫、參與公司決策及簽訂競業禁止合約來留住優秀的中國籍員工，較偏向提供優厚的薪酬及獎金、良好的內部升遷管道、訓練機會來留住人才。(3)在高階主管，基於管理的延續性，認為積極培養當地幹部以儲備人才，有利企業未來的發展。並認為中國籍管理幹部的忠誠度低、流動率高，是推動管理幹部當地化最大的障礙。(4)中國籍管理幹部的管理廣度已逐步擴大，並有許多中國籍幹部成功的取代台籍幹部，但對中國籍管理幹部的任用傾向執行面的任務導向與業務導向，少有任用高階中國籍幹部。研究亦顯示已有台商預計進行中高階主管職位的當地化。(5)管理幹部當地化程度越傾向於中國籍幹部參與決策程度越高者，企業的非財務績效越高。 Since Taiwanese entrepreneurs invest more than ten years in China and the early Chinese employees’ skills are not mature enough, they depend on Taiwanese managers. But with the economy market which China opens gradually Taiwanese managers face the rise and challenge of Chinese talent. In a long-term, enterprises want to develop deeply not only expanding actively but also cultivating local talent and the human resource. This Research’s example-the optical-electronics industries wants to realize these situations of the managers localized, such as the role and willing which external employees promote the managers localized, how entrepreneurs train Chinese managers, what effects and degrees of the managers localized to organization performance. This Research makes suggestions and conclusions for Taiwanese entrepreneurs to promote the managers localized.The study took 12 companies as Population in Random Sampling way, sent out 240 questionnaire and 51 questionnaires were returned. The total valid response rate was 21.25 percent. After the analysis of empiric, this study gets the following five conclusions :(1)At first Taiwanese entrepreneurs dispatch Taiwanese managers to establish the system and pass down enterprise culture, but they use Chinese to be managers in 3-5 years.(2)Taiwanese entrepreneurs provide well-paid, bonus, good promotion and training instead of house buying, joining company policy and signing non-compete-agreement Contract for retaining Chinese managers.(3)The high levels of managers regard to cultivate local talent actively is helpful for the future based on the management continuity. And they believe the Chinese managers is low loyalty and high turnover rate.(4)The Chinese managers replaced Taiwanese successfully; however, the employing policy tends to perform the jobs and business-driven ways and employs few high levels of managers. This study also shows the Localization of the middle high levels of managers is planning. (5)The higher non financial performance, the higher involvement of Chinese managers’ participation in the policy decision-making process.
