國際觀光飯店外派人員人力資源管理系統之研究

南華大學機構典藏系統 > 管理學院 > 旅遊管理學系(旅遊管理碩士班) > 博碩士論文-旅遊管理碩士班 > Item 987654321/19915

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题名:	國際觀光飯店外派人員人力資源管理系統之研究
其它题名:	A study of expatriate management: evidence from the Hotel Industry in Taiwan
作者:	劉冠宏 Liu, Kuan-hung
貢獻者:	旅遊事業管理學系碩士班潘澤仁 Tze-jen Pan
关键词:	外派人員;國際觀光旅館;人力資源管理系統 Expatriates;Hotel Industry;Human resource management
日期:	2009
上传时间:	2015-03-24 15:07:22 (UTC+8)
摘要:	台灣企業已走向國際化，因此對國際企業管理人才的需求逐年增加。綜觀國內外派人員相關研究，多數學者將研究重心及對象放在製造業、高科技產業、及政府部門。相較之下，關於餐旅服務業的研究相對稀少，且相關研究的構面多針對單一人力資源實務進行探討。此外，國內、外相關研究其研究方法多偏重數據性的分析，甚少研究使用質性方法並以策略觀點深入剖析。因此，本研究主要目的為針對國內國際觀光飯店，其外派人員管理系統中之招募與甄選、訓練與發展及薪資與福利等人力資源策略深入探討，進而了解派遣區域不同，其人力資源策略是否會隨之策略性的調整？　　　　本研究對象為有海外派遣人員制度之國際觀光飯店，受訪人員為集團之人力資源總監或負責外派人員管理事務(招募/甄選、訓練與發展、薪資與福利)之經理。訪談資料以主題分析法(thematic analysis)進行分析。　　　　本研究結果顯示：國內業者在海外據點人員的配置主要以當地人員為主，但高階幹部(總經理/副總經理)以台籍派遣人員為主，且多為長期型的派駐(至少一年以上)。　　　　招募來源為獵人頭公司、同業推薦或公司內部升遷。甄選時重視外派人員是否具備優秀的多元能力、豐富的業界經驗、符合外派任務需求的專才、意願接受外派及其環境適應力強。培訓地點會因海外拓展規模有所差異；參與本研究之個案公司皆未提供或規劃回任訓練；外派失敗的後續處理，個案公司會將人員派往其他飯店或安排返回母國任職或派調至集團其他產業之部門。薪資與福利規劃皆會受到職務高低、任務目的及派駐時間長短影響。個案公司對於外派人員福利大多提供：1.租屋及生活資訊；2.伙食；3.一年有14天的探親假；4.員工旅遊(中國地區)；5.返鄉來回機票；6.員工宿舍；7.租屋費用。最後，本研究得知，甄選條件會受到派遣區域不同之影響；外派人員接受培訓課程的內容及數量，取決於派駐期間的長短與任務/目的，但和派遣地區無關。薪資調整依職務高低、派遣任務/目的及外派期間之績效為主，但不受派駐地區影響，因目前個案業者之人員派駐地區僅限中國一地(將中國地區視為單一地區)。　　The focus of this study is an examination of how hotel companies manage their expatriates in order to create a competitive advantage through their human resource management strategy. Today, every type of firm is conducting business internationally. And in doing so every type of firm becomes more involved in the internationalization of human resource management. Therefore, the roles of companies’ expatriates are becoming remarkably important. In the examination of expatriates management, the focus of most research is concentrated on the manufacturing sector or high-tech industry. Little empirical research has used the hospitality industry as a research base. Moreover, the relevant literature has sought to examine single human resource practice through quantitative methodological approaches.　　　　Therefore, the present research adopts a qualitative inductive approach, by using: a set of human resource practices included recruitment and selection, training and development, compensation and benefits, a multiple case study design, with in-depth interviews to collect the data; a thematic analysis approach to analyze the empirical data; and an interpretive paradigm leading to an explanation of the results on the basis of the international human resource management. This study reports the findings from semi-structured interviews with three human resource managing directors of three case study hotel companies.　　　　It was found that adaptability, technical competence, rich industry experience and desire to serve overseas were the most important selection criteria. The location of pre-departure tainting varies based on the number of units operation abroad of each case study company. None of companyprovides training project or plan for repatriate. The provision of wage and benefit varies based on the level of an expatriates' job post, assignment and term of service. Generally, the provision of benefits included administrative support for housing, free meals, vacations and free ticket for going home, free accommodation (for general managers and assistant general managers) and financial support for house renting.　　　　This research provides theorists and practitioners with a better understanding of human resource practices for managing expatriates to achieve organizational goals.
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