[[alternative]]A Study of Key Factors in Promotion for Chinese Cadre Members in China-based Taiwanese Companies

[[abstract]]This research aims to explore the key factors in promotion for Chinese cadre members in China-based Taiwanese companies. Interview outline was designed after literature review. This qualitative research takes the form of multiple case study. 14 people, including Taiwanese managers and Chinese cadre members serving at 7 companies in Shanghai and KunShan, China, were invited to an in-depth interview. Data analysis leads to the following findings: I.Taiwanese companies favor the idea of training Chinese cadre members, and believe in indiscriminate treatment toward both Chinese and Taiwanese employees. The CEO is responsible for designing training objectives and HR system based on the local circumstances. Training cadre members from basic level employees, conducting educational training, offering opportunities of promotion, and practicing humanistic management. II.China-based Taiwanese companies often inherit the essence of the parent company’s promotion mechanism and make improvements based on local circumstances. Internal promotion is always given priority consideration, followed by external recruitment. Means of promotion often resembles that of the parent company in Taiwan. Actual frequency of promotion varies from company to company. Promotion in most companies takes place yearly or biyearly, but in some companies promotion occurs far more frequently because of the rapid development of industry. III.Taiwanese managers play the roles of ladder, mentor, and friend in the process of training Chinese cadre members. IV.Key Factors in Promotion for Chinese Cadre Members: 1.Competence: attitude, motive, personality, professional knowledge, general ability, leadership, and interpersonal skills 2.Advantages: corporate policy of localizing cadre members, strong willingness to work, low wages, greater ability to communicate and cooperate with local organizations and local employees and understand the local environment and regulations 3.Obstacles: low seniority, poor communication with Taiwanese managers, self-centeredness, narrow perspective, high inclination to take credit for themselves and lay blames upon others, region-related predudice, carelessness, and poor foreign language proficiency 4.Other factors: demographical factors, intra-organization related factors, and job performance Key words: China-based Taiwanese companies, Chinese cadre members, key factors in promotion