English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 109952/140891 (78%)
Visitors : 46241120      Online Users : 725
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/54834
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/54834


    Title: 在臺灣專業外籍人士之績效表現決定要素
    Determinants of the foreign professionals’ performance in Taiwan
    Authors: 施娜娜
    Seliverstova Natalia
    Contributors: 黃秉德
    Ping-Der Huang
    施娜娜
    Seliverstova Natalia
    Keywords: 工作績效
    工作滿意度
    海外適應
    文化培訓
    job performance
    job satisfaction
    overseas adaptation
    cultural training
    Date: 2011
    Issue Date: 2012-10-30 13:57:50 (UTC+8)
    Abstract: 找到在台灣的外國人的工作是不容易的,要在工作中取得成功,是大家最困難的。 ,我也不例外,這就是為什麼我們認為在台灣的表現“的外籍專業人才的決定因素”“是當代的主題。這是值得探討的良好的工作業績,為台灣的標準是什麼。本論文研究的成功,在台灣的外國人的工作表現的原因。因此,我們取得了一些成功的人,採訪檢查的現象:克謝尼婭Mardaeva(技嘉),Erenzhen Kornusov(P.莫利哀/ Albest樂器),詹姆斯·邁克爾·戴維森(項目台北桃園國際機場線),:邁克Maydana(L​​iankuann企業有限公司),里卡多·N.奎瓦斯比利亞洛沃斯(寶來電子有限公司)。在這項研究中,我們打算學習外國專業人員性能的決定因素:如何實現在台灣工作中的成功,如何通過自己在台灣,如何建立和集約化生產與上司的關係。這是這項研究的主要問題。為了揭露這些問題,我們已採取以下步驟:建立研究目標,建立研究的問題,以往的研究概況,定義樣本宇宙,標誌著代表性的樣本,組織採訪,分析數據和解釋結果。
    外國人的性能分析將探討更深入地理解實現在工作場所的效率。此外,它還將幫助人們願意留在台灣,以提高各自的特點,從自己的長處得到的好處和優勢變成自己的弱點。
    有三個問題陳述我們的重點。第一個是需要調整我們的行為,在新的文化環境,以減少工作的不確定性,因為外國人的文化敏感性的更大的是更大的是他的工作表現。我們有完整的答案:學習中國語言,當地的飲食習慣改變自己,打扮自己像一個本地和尊重他們的風俗習慣,為變化做好準備,尊重當地的法律,這是必要的。
    第二個是創造生產與上司的關係。我們的外國專業人士的建議如下:尊重人,不要怕你的老闆,不要試圖掩蓋問題,保持你的邊界,是積極的,表現出主動,擁抱自己的優勢,制定一個計劃,不海港不滿,沒有個性化的客觀,接受對自己的行為負責。
    成功的表現下一個決定因素是:如何表現進行評估,以及提供反饋意見,以及如何實現的性能改進有強烈的衝擊,“在台灣的外籍專業人士的表現。
    To find a job for a foreigner in Taiwan isn’t easy, and to be successful at work is the most difficult for everyone. And I’m not the exception, that’s why we think “Determinants of the foreign professionals” performance in Taiwan” is contemporary theme. It is worthy to analyze what are the criteria of the good job performance for the Taiwanese. This thesis investigates the reasons of the successful foreigners` job performance in Taiwan. Therefore we obtained interview with some successful people to examine the phenomena: Kseniya Mardaeva (GIGABYTE), Erenzhen Kornusov (P. Mauriat/Albest Musical Instruments), James Davidson Michael (the project Taipei Taoyuan International Airport Link), Mike Maydana (the Liankuann Enterprises Co.Ltd.), Ricardo N. Cuevas Villalobos (Polylight Electronics Co., Ltd.). In this research we intend to study determinants of foreign professionals` performance: how to achieve success in work in Taiwan, how to adopt yourself in Taiwan, how to build productive and intensive relationship with the supervisor. These are the major problems of this study. In order to expose these problems we have taken following steps: establishing research goal, establishing research questions, previous studies overview, defining sample universe, marking out representative sample, organize interview, analyze the data and interpreting the results.
    The analysis of foreigner’s performance will explore deeper understanding of achieving efficiency at the working place. Moreover it will also help people willing to stay in Taiwan to improve their individual characteristics, to get benefits from their strengths and to turn their weaknesses into strengths.
    There are three problem statements we are focusing on. The first one is the need to adjust our behavior to new cultural environments in order to reduce job uncertainty, because the greater the cultural sensitivity of the foreigner is the greater is his job performance. We got complete answer: it’s necessary to learn Chinese language, change yourself to the local culinary habits, dress yourself like a local and respect their customs, be prepared for the changes, respect the local law.
    The second one is creating productive relationship with the supervisors. Our foreign professionals suggest the following: show respect, don’t be afraid of your boss, don’t try to hide problems, maintain your boundaries, be positive, demonstrate initiative, embrace your strengths, make a plan, don’t harbor resentments, don’t personalize the impersonal, accept responsibility for your own behavior.
    The next determinant of successful performance is: how well performance is evaluated, how well feedback is provided and how well performance improvement achieved has also strong impact on the foreign professionals` performance in Taiwan.
    Reference: Bibliography
    • Allison Hemming, “Work it! How to get ahead, save your ass, and land a job in any economy”, New York, NY10020
    • Arthur, W. & Bennett, W. (1995). "The international assignee: The relative importance of factors perceived to contribute to success." Personnel Psychology. 48 (8), pp. 99-114.
    • Atkinson, Rita, L.; Richard C. Atkinson, Edward E. Smith, Daryl J. Bem, & Susan Nolen-Hoeksema (2000). Hilgard`s Introduction to Psychology (13 ed.). Orlando, Florida: Harcourt College Publishers. pp. 437.
    • Aycan, Z. (2000). "Cross cultural industrial and organizational psychology." Journal of Cross Cultural Psychology. 31(1), pp. 110-128.
    • Beer, M. (1997), "The transformation of the human resource function: resolving the tension between a traditional administrative and a new strategic role", Human Resource Management, Vol. 36 No. 1, pp. 49-56.
    • Bono, J. E., & Judge, T. A. (2003). Core self-evaluations: A review of the trait and its role in job satisfaction and job performance. European Journal of Personality, 17(Suppl1), S5-S18. doi:10.1002/per.48
    • Borman, W. C., Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personnel Selection in Organizations (pp. 71-98). San Francisco: Jossey-Bass.
    • Brewster, C. and Harris, H. (1999), International HRM: Contemporary Issues in Europe, Routledge, London.
    • Caligiuri, P M. (2000a). "The Big Five personality characteristics as predictors of expatriate`s desire to terminate the assignment and supervisor-rated performance." Personnel Psychology, 53 (1), pp. 67-88.
    • Campbell, J. P. (1990). Modeling the performance prediction problem in industrial and organizational psychology. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of Industrial and Organizational Psychology (pp. 687-732). Palo Alto, CA: Consulting Psychologists Press, Inc.
    • Campbell, J. P., McCloy, R. A., Oppler, S. H., & Sager, C. E. (1993). A theory of performance : In N. Schmitt & W. C. Borman (Eds.), Personnel Selection in Organizations (pp. 35-70). San Francisco: Jossey-Bass.
    • Campbell, J.P., Dunnette, M.D., Lawler, E.E., Weick, K.E. (1970). Managerial behavior, performance, and effectiveness. New York: McGraw-Hill.
    • Campbell, J.P., Campbell, R.J. (1988). Productivity in Organizations: New perspectives from industrial and organizational psychology. San Francisco: Jossy-Bass.
    • Cheng, H. -L. & Yeh Yun Lin, C. (2009). "Do as the large enterprises do? Expatriate selection and overseasperformance in emerging markets: The case of Taiwan SMEs." International Business Review, 18, pp. 60-75.
    • Cohen-Charash, Y., Spector, P.E. (2001). The role of justice in organizations: A meta-analysis. Organizational Behavior and Human Decision Processes, 86, 278-321.
    • Gomez -Mejia, L. R. & Palich, L. E. (1997). "Cultural diversity and the performance of multinational firms." Journal of International Business, 28(2), pp. 309-335.
    • Dalal, R. S. Hulin, C. L. (2008). Motivation for what? A multivariate dynamic perspective of the criterion. In R. Kanfer, G. Chen, & R. D. Pritchard (Eds.), Work motivation: Past, present, and future (pp. 63-100). New York: Routledge.
    • Debra Mandel, Your Boss is Not Your Mother: Eight Steps to Eliminating Office Drama and Creating Positive Relationships at Work (Agate, 2006).
    • DeGregorio, M. and Fisher, C.D. (1988), "Providing performance feedback: reactions to alternate methods", Journal of Management, Vol. 14 No. 4, pp. 605-16.
    • Dowling, P.J., Welch, D.E. and Schuler, R.S. (1999), International Human Resource Management, South-Western, Cincinnati, OH.
    • Erez, A., & Judge, T. A. (2001). Relationship of core self-evaluations to goal setting, motivation, and performance. Journal of Applied Psychology, 86(6), 1270-1279.
    • Hiam, Alexander. Motivating and Rewarding Employees: New and Better Ways to Inspire Your People. Holbrook, MA: Adams Media Corporation, 1999.
    • Ilgen, D.R., Barnes-Farrell, J.L. and McKellin, D.B. (1993), "Performance appraisal process research in the 1980s: what has it contributed to appraisals in use?", Organizational Behavior and Human Dedsion Processes, Vol. 54 No. 3, pp. 321-68.
    • Jackson, S.E. and Schuler, R.S. (2003), Managing Human Resources through Strategic Partnerships, 8th éd., South-Western, Cincinnati, OH.
    • Jordan, J., & Cartwright, S. (1998). "Selecting expatriate managers: Key targets and competencies." Leadership & Organizational Development Journal, 19(2), pp. 89-96
    • Judge, T. A., Erez, A., Bono, J. E. (1998). The power of being positive: The relation between positive self-concept and job performance. Human Performance, 11(2-3), 167-187.
    • Judge, T. A., Locke, E. A., Durham, C. C. (1997). The dispositional causes of job satisfaction: A core evaluations approach. Research in Organizational Behavior, 19, 151–188.
    • Kacmar, K. M.; Harris, K. J.; Collins, B. J. & Judge, T. A. (2009). Core self-evaluations and job performance: the role of the perceived work environment, Journal of Applied Psychology, 94 (6), 1572-1580.
    • Karriker, JH; Williams ML (2009). Organizational Justice and Organizational Citizenship Behavior: A Mediated Multifoci Model. Journal of Management 35, 112.
    • Kaye, Beverly, and Sharon Jordan-Evans. Love ‘Em or Loose ‘Em: Getting Good People to Stay. San Francisco: Berrett-Koehler Publishers, 1999.
    • Kindall, A.F. and Gatza, J. (1963), "Positive program for performance appraisal", Harvard Business Review, November-December, pp. 153-60.
    • Kouzes, James M. and Barry Z. Posner. Encouraging the Heart: A Leader’s Guide to Rewarding and Recognizing Others. San Francisco: Jossey-Bass, Inc., 1999.
    • Lawler, E.E. (1973). Motivation in work organizations. Monterey, C.A: Brooks/Cole.
    • Locke, E.A. and Latham, G.P. (1984), Goal Setting: A Motivational Technique that Works, Prentice-Hall, Englewood Cliffs, NJ.
    • Lindholm, N. (2000), "National culture and performance management in MNC subsidiaries", International Studies of Management and Organization, Vol. 29 No. 4, pp. 45-66.
    • Mabey, C. and Salaman, G. (1995), Strategic Human Resource Management, Blackwell, Oxford.
    • Maurer, Rick. Feedback Toolkit: 16 Tools for Better Communication in the Workplace. Portland, OR: Productivity Press, 1994.
    • Meyer, H.H., Kay, E.A. and French, J.P.R. (1965), "Split roles in performance appraisal", Harvard Business Review, Vol. 43, pp. 123-9.
    • Mendenhall, M., & Oddou, G. (1985). "The dimensions of expatriate acculturation: A review.``` Academy of Management Review. 10(1), pp. 39-47.
    • McGregor, D. (1972), "An uneasy look at performance appraisal", Harvard Business Review, Vol. 50 No. 5, pp. 1-7.
    • Milkovich, G.T. and Newman, J.M. (2002), Compensation, 7th ed., McGraw-Hill, New York, NY.
    • Mobley, W.H. (1974), "The link between MBO and merit compensation", Personnel Journal, Vol. 53, pp. 423-7.
    • Mol, S. T., Born, M. P, Willemsen, M. E. and van der Molen, H. T. (2005a). "Predicting expatriate jobperformance for selection purposes: A quantitative review." Journal of Cross-Cultural Psychology. 36(5), pp. 590-620.
    • Mol, S. T., Born, M. P and van der Molen, H. T. (2005b). "Developing Criteria for Expatriate Effectiveness: Time to jump off the Adjustment Bandwagon." International Journal of Intercultural Relations. 29, pp. 339-353
    • Murphy, K.R. and Cleveland, J.N. (1995), Understanding Performance Appraisal, Sage, London.
    • Nelson, Bob. 1001 Ways to Reward Employees. New York: Workman Publishing, 1994.
    • Oddou, G. and Mendenhall, M. (2000), "Expatriate performance appraisal: problems and solutions", in Mendenhall, M. and Oddou, G. (Eds), Readings and Cases in International Human Resource Management, South-Western College Publishing, Cincinnati, OH.
    • Ones, D. S. &Viswesvaran, C. (1997). "Personality determinants in the prediction of aspects of expatriate job success." In Aycan, Z (Ed.), New Approaches to Employee Management, Vol, 4. Expatriate Management: Theory and Research, Stamford, CT: JAI Press.
    • Pil, F. K. & Leana, C. (2009). "Applying organizational research to public school reform: the effects of teacher human and social capital on student performance." Academy of Management Journal. 52(6), pp. 1104-1124.
    • Pierce, J.L., Rubenfeld, S.A. and Morgan, S. (1991), "Employee ownership: a conceptual model of process and effects", Academy of Management Review, Vol. 16 No. 1, pp. 121-44.
    • Renn, R.W. & Prien, K. O. (1 995). "Employee responses to performance feedback from the task: a field study of the moderating effect of global self-esteem. Group & Organization Management. 20(3), pp. 337-355.
    • Rotundo, M., Sackett, P. R. (2002). The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: A policy-capturing approach. Journal of Applied Psychology, 87, 66-80.
    • Rosenzweig, P M. & Nohria, N. (1994). "Influences on human resource management practices in multinational corporations." Journal of International Business Studies. 25(2), 229-251.
    • Sackett, P. R., DeVore, C. J. (2001). Counterproductive behaviors at work. In N. Anderson, D. Ones, H. Sinangil, & C. Viswesvaran (Eds.), Handbook of industrial, work, and organizational psychology (Vol. 1, pp. 145–164). London, UK: Sage.
    • Sackett, P. R., Zedeck, S., Fogli, L. (1988). Relations between measures of typical and maximum job performance. Journal of Applied Psychology, 73, 482-486.
    • Schmidt, Frank L.; Hunter, John E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, Vol 124(2), Sep 1998, 262-274.
    • Stahl, G.K., Miller, E.L. and Tung, R.L. (2002), "Toward the boundaryless career: a closer look at the expatriate career concept and the perceived implications of an international assignment", Journal of World Business, Vol. 37, pp. 216-27.
    • Stephen Viscusi, "On the job: how to make it in the real world of work", Three Rivers Press, New York, New York
    • Tahvanainen, M. (1998), Expatriate Performance Management, Helsinki School of Economics Press, Helsinki.
    • Tahvanainen, M. (2000), "Expatriate performance management: the case of Nokia Telecommunications", Human Resource Management, Vol. 37 No. 4, pp. 267-75.
    • Tung, R.L. (1998), "A contingency work of selection and training of expatriate revisited", Human Resource Management Review, Vol. 8 No. 1, pp. 23-37.
    • Tung, R.L. (1998). "American expatriates abroad: from neophytes to cosmopolitans." Journal of World Business, 33(2), 125-144.
    Description: 碩士
    國立政治大學
    企業管理研究所
    98355067
    100
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0098355067
    Data Type: thesis
    Appears in Collections:[企業管理學系] 學位論文

    Files in This Item:

    File SizeFormat
    506701.pdf1014KbAdobe PDF2738View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏,無償提供學術研究與公眾教育等公益性使用,惟仍請適度,合理使用本網站之內容,以尊重著作權人之權益。商業上之利用,則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作,已盡力防止侵害著作權人之權益,如仍發現本網站之數位內容有侵害著作權人權益情事者,請權利人通知本網站維護人員(nccur@nccu.edu.tw),維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback