知覺組織支持（POS）係指員工對於組織重視其貢獻並關心其福祉的看法。POS經證實能提高工作滿意度並降低離職率。儘管已有大量關於POS、以及針對西歐外派人員的POS研究，但專注於波蘭外派人員的研究卻很稀少。本研究旨在探討在台灣工作的波蘭外派人員所面臨的文化差異、POS、外派人員工作滿意度與離職意圖之間的關係。本研究對一群在台灣的波蘭外派人員進行了一系列質性訪談。研究發現，外派人員不滿的主要原因源自於文化差異與缺乏POS。研究亦發現POS能提升外派人員的滿意度，然而企業卻鮮少運用。

Perceived organizational support (POS) refers to employees' general perceptions that their organization values their contributions and is concerned about their well-being. POS has been proven to increase job satisfaction and decrease turnover. Although there are plenty of research on POS and POS regarding Western European expatriates, research focusing on Polish expatriates are scarce. This study examines the relationship between cultural differences, POS, expatriate job satisfaction, and turnover intention among Polish expatriates working here in Taiwan. A series of qualitative interviews were conducted with a group of Polish expatriates in Taiwan. The study identified the main causes of expatriate dissatisfaction stem from cultural differences, and a lack of POS. POS was found to increase expatriate satisfaction, however it is seldom applied by companies.

論文審定書 i
摘要 ii
Abstract iii
Table of Contents iv
Table of Figures vi
List of Tables vii
1 Introduction 1
1.1 BACKGROUND 1
1.2 RESEARCH PURPOSE AND STATEMENT 2
1.3 RESEARCH PROCESS 2
2 Literature Review 4
2.1 JOB SATISFACTION 4
2.2 PERCEIVED ORGANIZATIONAL SUPPORT 6
2.2.1 History of POS from past literature 6
2.2.2 Adjustment POS 8
2.2.3 Career POS 12
2.2.4 Financial POS 17
2.3 CULTURAL DIFFERENCES 21
2.4 RESEARCH GAP 23
3 Methodology 24
3.1 QUALITATIVE METHODOLOGY 25
3.2 RESEARCH SAMPLE 28
3.3 RECRUITMENT 28
3.4 INTERVIEW LOGISTICS 29
3.5 INTERVIEW GUIDE 29
3.6 INTERVIEW ANALYSIS 31
3.7 CONSENT FORM 33
4 Results 35
4.1 CULTURAL DIFFERENCES DECREASE JOB SATISFACTION 35
4.1.1 Challenges with indirect communication 36
4.1.2 Challenges with high power distance 38
4.2 EXPATRIATES SELDOM PERCEIVE ADEQUATE ADJUSTMENT POS 41
4.2.1 Absence of cross-cultural training 41
4.2.2 Ineffective language training 42
4.2.3 Lack of social support 43
4.2.4 Other adjustment support relies heavily on HCNs 44
4.3 CULTURAL DIFFERENCE HINDERS CAREER POS AND JOB SATISFACTION 45
4.3.1 High power distance and indirect communication hinders mentorship 45
4.3.2 Expatriates prefer “Westernized” supervisors 46
4.3.3 Performance appraisals with direct feedback can increase career POS 47
4.4 LACK OF CAREER POS LEADS TO INTENT TO TURNOVER 48
4.4.1 Poor supervisor relationship leads to intent to turnover 48
4.4.2 Lack of advancement prospects leads to intent to turnover 49
4.5 EXPATRIATES PERCEIVE ADEQUATE FINANCIAL POS BUT REQUIRE OTHER FORMS OF BENEFITS 51
4.5.1 Financial benefits are not essential for expatriates 51
4.5.2 Non-financial benefits over financial benefits 52
5 Conclusions 53
5.1 CONCLUSIONS 53
5.2 IMPLEMENTATION 54
5.3 LIMITATIONS 55
5.4 FUTURE RESEARCH 56
6 References 57
7 Appendix 70
APPENDIX A: INTERVIEWEE CONSENT FORM 70
APPENDIX B: INTERVIEW QUESTIONS 71
APPENDIX C: INTERVIEW TRANSCRIPT WITH R1 73
APPENDIX D: INTERVIEW TRANSCRIPT WITH R2 92
APPENDIX E: INTERVIEW TRANSCRIPT WITH R3 (ORIGINAL MANDARIN) 114
APPENDIX F: INTERVIEW TRANSCRIPT WITH R3 (ENGLISH TRANSLATION) 121
APPENDIX G: INTERVIEW TRANSCRIPT WITH R4 129
APPENDIX H: INTERVIEW TRANSCRIPT WITH R5 147
APPENDIX I: INTERVIEW TRANSCRIPT WITH R6 160
APPENDIX J: INTERVIEW TRANSCRIPT WITH R7 181

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