A Study On The Across-cultural HR Management Of Taiwanese Enterprises In Mainland Since The Reform And Opening Policy

The Mainland China's Foreign Investment Policy appears to be an ample opportunity for Taiwanese enterprises, which has invested in Mainland widely. Taiwanese enterprises have become a very important sector of economy in China. However, the across-cultural shocks, which were induced by the cultural differences between Mainland and Taiwan, appear to be obvious phenomenon in Taiwanese enterprises in Mainland China. Therefore, the across-cultural human resource management turns into a very important issue of them. This paper will discuss the evolvements and reasons of changes on cultural history and economic system that are behind management phenomena. Beginning with the theory of across-cultural management, this paper describes the definitions of culture and across-cultural management and the general methods of investigations, thereafter analyzing the general strategies of across-cultural human resource management in Taiwanese enterprises in mainland. Then, Proceeding with the differences of social forms, economic systems and historical reasons between mainland and Taiwan, the paper describes the different sub-culture of them. Thus the staff and workers who came from different region in Taiwanese enterprises in mainland appear different value and attitude. Consequently, based on analyzing the different working value, needs and expectations of them, this paper presents suggestions of across-cultural management in Taiwanese enterprises in mainland. Thirdly, by exploring the three representative across-cultural shocks in those enterprises — the loyalty of staff, salary problem and management localization, the paper analyzes how cultural differences induce the across-cultural shocks. We also describe the inner service and domestically concentrative management in Taiwanese enterprises in mainland adapting to the environment of across-culture. Finally, through a complete case study of Tsann Kuen Group, the paper explains how the Taiwanese enterprises in mainland use across-cultural human resource management to syncretize different cultures.