台資跨國企業派外台籍幹部文化智商、跨文化適應、工作壓力及工作滿意度之關係-某成衣紡織企業為例

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Title:	台資跨國企業派外台籍幹部文化智商、跨文化適應、工作壓力及工作滿意度之關係-某成衣紡織企業為例 The Relationship of Cultural Intelligence, Cross-cultural Adaptation, Work Pressure and Job Satisfaction of Multinational Enterprise’s Taiwanese Managerial Expatriates- A Taiwanese Textiles and Clothing Company Case Study
Authors:	卓秀娟 Juo, Hsiu-Chuan
Contributors:	勞工關係學系
Keywords:	跨國企業派外台籍幹部文化智商跨文化適應工作壓力工作滿意 Multinational corporations Job Satisfaction Expatriate Taiwanese Managerial Cultural Intelligence Cross-cultural Adaptation Work Pressure
Date:	2015-06
Issue Date:	2015-08-18 10:23:49 (UTC+8)
Abstract:	在全球經濟效應下許多企業為了降低製造成本，提高生產力以及提升競爭力，會去衡量各國在原料、勞力、關稅等因素成本，企業可能會選擇於不同地方生產或銷售，因此才讓許多企業向外發展設廠，於是形成跨國企業發展。台灣有越來越多投資企業往跨國企業發展，對於企業漸漸的蓬勃發展，國際人力資源管理即是一種對不同跨國產業的人力進行規劃以及管理，台籍幹部因為面臨不同的文化差異或不同國籍的勞工管理具有許多不同問題仍待探究，故本研究旨在探討：（一）探討台籍幹部不同背景變項在文化智商、跨文化適應、工作壓力與工作滿意差異性；（二）探討台籍幹部的文化智商、跨文化適應、工作壓力與工作滿意之間的關係；（三）探討台籍幹部工作壓力對於文化智商、跨文化適應與工作滿意之影響。研究對象以跨國成衣紡織業各海外台籍幹部發放問卷，有效問卷134份，以T檢定、單因子變異數分析、皮爾森相關、典型相關、迴歸分析等統計方法進行分析探討，瞭解台籍幹部對於文化智商、跨文化適應、工作壓力及工作滿意之關係，統計分析後可歸納出下列重要研究結論：一、不同背景之台籍幹部在文化智商、跨文化適應、工作壓力與工作滿意度各變項構面之間具有顯著差異 (一)性別：不同性別之員工在各構面變項，則均無顯著差異性。 (二)年齡：不同年齡之員工，在工作滿意度的差異達到顯著水準，顯示發現年紀越大滿意度越高。 (三)教育程度：不同教育程度之員工，在文化智商的認知有顯著性。 (四)年資：不同年資之員工，在工作滿意度和激勵因子有顯著性，其他研究構面變項，則均無顯著差異性存在。 (五)職稱：不同職稱之員工，在文化智商的認知有顯著性。 (六)帶領人數：帶領不同人數之員工，在文化適應有顯著性差異，其他研究構面變項，則均無顯著差異性存在。 (七)外派次數：外派國家次數不同的員工，在工作壓力和構面中的角色模糊有顯著性差異，其他研究構面變項，則均無顯著差異性存在。二、台籍幹部文化智商、跨文化適應與工作滿意之間具有正向關聯性，而工作壓力與工作滿意之間具有負向關聯性 (一)文化智商對跨文化適應具有正相關經由皮爾森相關分析具有正向關係，即驗證結果顯示文化智商的動機高低會影響台籍幹部的生活適應、文化適應和工作適應影響最大。另從典型相關分析屬於中度相關。 (二)文化智商對工作滿意度有正相關經由皮爾森相關分析具有正向關係，即驗證結果顯示文化智商的認知、實體高低會影響台籍幹部的激勵因子和保健因子影響最大。另從典型相關分析屬於中度相關。 (三)跨文化適應對工作滿意度具有正相關經由皮爾森相關分析具有正向關係，即驗證結果顯示跨文化適應的工作適應的高低會影響的台籍幹部的激勵因子和保健因子影響最大。另從典型相關分析屬於中度相關。 (四)工作壓力對工作滿意度具有負相關經由皮爾森相關分析具有負向關係，即驗證結果顯示工作壓力的角色模糊與角色衝突的高低會影響台籍幹部對於工作滿意度之影響。另從典型相關分析屬於中度相關。三、台籍幹部的跨文化適應對文化智商與工作滿意度具有部分中介關係最後，依據研究結果提出結論與建議，希冀提供業界與後續研究者之參考。 In order to reduce manufacturing costs, improve productivity and enhance their competitiveness under the effects of global economic, companies will consider the raw material, labor, customs costs and other factors and choose to product or sale in different locations. As a result, companies have production abroad and tend to multinational development. There have been more and more multinational companies emerging in Taiwan. With the gradual flourish of enterprises, international human resource management is a way to plan and manage the manpower of different multinational industries. Taiwanese managers face the problems that result from managing the different cultural or national labor, and these problems still need to be discussed. So, the aim of this study is to investigate:(a)The difference under the influence of cultural intelligence , cross-cultural adaptation , work pressure and job satisfaction on Taiwanese managers from variances of different backgrounds;(b)The relationship between the influence of cultural intelligence , cross-cultural adaptation , work pressure and job satisfaction on Taiwanese managers;(c)The influence of Taiwanese managers’ work pressure to cultural intelligence, cross-cultural adaptation and job satisfaction. In order to understand the relationship to Taiwanese managers between CQ, CCA, work pressure and job satisfaction has confirmed after the return, the study uses analytic methods, including T test, one-way analysis of variance, Pearson correlation, canonical correlation, regression analysis and 134 valid questionnaires collected from Taiwanese overseas managers of multinational apparel and textile companies. The results of this research have shown that: First, there are significant differences between CQ, CCA, work pressure and job satisfaction with different cultural backgrounds of Taiwanese managers variables facets (A) Gender: gender of the employees all facets variables, no significant differences. (B) Age: employees of different ages, the difference in job satisfaction has reached significant level, the higher the older display found satisfaction. (C) Education: educational levels of employees in recognition of cultural intelligence are significant. (D) Seniority: different seniority of employees in job satisfaction and motivation factor has significance for other facets study variables, then there was no significant difference exists. (E) Title: different titles of employees, in recognition of cultural intelligence are significant. (F) Number of led: to lead the different number of employees, there are significant differences in acculturation, other facets study variables, then there was no significant difference exists. (G) Number expatriate: the expatriate of different countries, the number of employees, the role of the working pressure and facet Fuzzy have statistical significance, other facets study variables, then there was no significant difference exists. Second, the Taiwanese cultural intelligence cadres, has a positive association between acculturation and job satisfaction, and has a negative correlation between work pressure and job satisfaction. (A)Cultural intelligence is positive influencing on Cross-cultural Adaptation Have a positive relationship via Pearson correlation analysis, which showed that cultural intelligence verification motivation will affect the level of life to adapt to Taiwanese cadres, acculturation and adaptation work the greatest impact. Another relevant from a typical analysis is moderately correlated. (B) Cultural intelligence had positive effect on job satisfaction Have a positive relationship via Pearson correlation analysis showed that motivation factor that is verified and health factors will affect the level of cross-cultural adaptation of work to adapt the Taiwanese managers greatest impact. Another relevant from a typical analysis is moderately correlated. (C) Cross-cultural adaptation of job satisfaction has a positive correlation Have a positive relationship via Pearson correlation analysis showed that motivation factor that is verified and health factors will affect the level of cross-cultural adaptation of work to adapt the Taiwanese managers greatest impact. Another relevant from a typical analysis is moderately correlated. (D) Working pressure and job satisfaction have a negative correlation Has a negative relationship, namely to verify the role of working pressure showed blurred and role conflict will affect the level of Taiwanese managers affect job satisfaction via Pearson's correlation analysis. Another relevant from a typical analysis is moderately correlated. Third, the Taiwanese managers cross-cultural adaptation cultural intelligence and job satisfaction with partial intermediary relationship. This study concludes by discussing for the implications of major findings,which would be a reference to the academy and industries,and make ,and make suggestions for further studes.
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