台商企業與越南當地勞工的勞資關係之探討 － 以寶成為例

Abstract

根據中華徵信所2022年公布的「東協台商企業1,000大」資料顯示，越南是東南亞國家中擁有最多台商投資的國家，且越南當地台商企業的營收總額亦位居首位。由於越南擁有龐大的勞動人口、低廉的生產成本以及相對穩定的政經環境，使其成為台灣傳統製造業外移首選的投資據點。其中，寶成工業作為全球知名的鞋類製造商，在越南已設立8座廠區，提供當地超過九萬個就業機會，成為越南規模最大的台資企業之一，然而也因此頻繁面臨嚴峻的勞資衝突挑戰。本研究透過PEST分析架構，深入了解越南當地的政治、經濟、社會與科技環境，進而聚焦於寶成工業在越南的經營與勞資關係管理現況。本研究以個案分析法深入檢視寶成在越南廠區內的人力資源政策、企業社會責任實踐、跨文化溝通挑戰以及越南媒體報導對勞資衝突之影響，並探討其與當地員工之間衝突的深層結構性原因。 研究發現，寶成在推動人力資源相關政策時，經常未充分進行事前溝通，且未妥善考量越南基層員工的文化背景與實際需求，導致許多政策實施後引發員工的強烈不滿情緒與集體抗爭行動。此外，越南當地的基層員工多來自農村，教育程度與法律認知普遍偏低，且深受高權力距離與強集體主義文化影響，對於企業政策或管理上的不滿經常選擇非正式的集體行動而非正式申訴管道，進一步加劇了企業與員工間的對立與矛盾。此外，越南當地的工會體系受到國家控制，獨立性與功能有限，難以真正代表基層員工的利益，致使勞資雙方的溝通橋樑無法有效發揮作用，加深了衝突的持續性與嚴重性。從媒體角度而言，越南政府透過媒體管控與輿論導向的策略，使勞資衝突事件多數停留在表面現象的報導，無法真正揭示問題背後的核心因素與制度性缺陷，致使社會無法提供外部監督力量，亦無法有效促進企業內部的實質改革。本研究透過深入分析寶成在越南的經營經驗，全面剖析台商企業在越南所面臨的勞資關係挑戰，期望能提供未來其他台資企業在東南亞新興經濟體進行有效勞動關係管理的參考與啟發。

According to the “Top 1,000 Taiwanese Enterprises in ASEAN Countries” report published by China Credit Information Service Ltd. in 2022, Vietnam ranks first among Southeast Asian countries in terms of the number of Taiwanese-invested enterprises, as well as the total revenue generated by these enterprises. With a large labor force, low production costs, and a relatively stable political and economic environment, Vietnam has become the preferred investment destination for Taiwanese traditional manufacturing industries seeking overseas expansion. Among these enterprises, Pou Chen Corporation, a globally renowned footwear manufacturer, has established eight factories in Vietnam, providing employment opportunities for over 90,000 local workers, thereby making it one of the largest Taiwanese enterprises in the country. However, this scale of operation has also made Pou Chen prone to frequent and intense labor conflicts. This study employs the PEST framework to conduct a comprehensive analysis of Vietnam’s political, economic, social, and technological environment, specifically focusing on Pou Chen’s operations and labor-management relations within its Vietnamese factories. Using a case-study approach, the research thoroughly examines Pou Chen’s human resource management policies, corporate social responsibility (CSR) initiatives, cross-cultural communication challenges, and the impact of Vietnamese media coverage on labor disputes. It further explores the underlying structural causes of these conflicts between the company and local workers. Findings from this study indicate that Pou Chen often implements human resource policies without sufficient prior communication and fails to adequately consider the cultural background and practical needs of grassroots Vietnamese employees. Consequently, these policies frequently trigger intense dissatisfaction among workers, resulting in collective protests and labor strikes. Additionally, most frontline workers come from rural areas with lower levels of education and limited legal awareness, strongly influenced by a culture characterized by high power distance and collectivism. Instead of using formal grievance mechanisms, these workers typically express their discontent through informal collective actions, further exacerbating the tensions between management and employees. Moreover, the trade union system in Vietnam, under strict governmental control, lacks the independence and functionality necessary to genuinely represent grassroots workers, significantly undermining the effectiveness of communication channels between labor and management, and intensifying the persistence and severity of labor conflicts. From a media perspective, the Vietnamese government’s strategy of media control and public opinion guidance results in superficial reporting on labor disputes. This approach fails to reveal the core issues and systemic flaws underlying these conflicts, thereby weakening external oversight from society and hindering substantial internal reforms within enterprises. By thoroughly examining Pou Chen’s experiences in Vietnam, this research provides an in-depth analysis of the labor-management challenges faced by Taiwanese enterprises in the country. The insights gained from this study aim to offer valuable references and implications for other Taiwanese enterprises seeking effective labor-relations management strategies when operating in emerging Southeast Asian economies.