- 學位論文
研發績效管理與評估-以A公司為例
The R&D performance management and evaluation - A case study of A Corporation
摘要
績效管理是一套循環的管理過程，包括界定組織績效目標、績效評估、獎懲與反饋改進等範圍。由於研發過程充滿不確定性，研發效益有些又是無形的，使得研發績效不易評估，因此研發及人力資源主管在進行研發績效管理時常遇到諸多問題。 本研究的實施主要分為三個階段，首先透過文獻探討各種研發績效評核方式之優缺點，第二階段則是蒐集各項研發KPI，以探討所得之初步資訊，應用德懷術，透過十一位研發管理專家之多次反覆思考與回饋修正，取得重要研發KPI，第三階段搭配研發管理制度建立研發績效評核量表。在進行各種研發績效評估法文獻彙整後，發現將絕對評量尺度結合定錨式量表，可以讓評估表簡化易於執行評估。而依據重要事件法搭配主管評核及員工自評，據以評核員工績效，員工認同度較高，且避免了A公司於之前評核時，所發生的月暈效應與近因誤差之偏誤。在德懷術KPI問卷調查取得專家共識後，發現在研發部門以「投資報酬率」「新產品獲利率」為最重要之KPI，但投資報酬率關聯太廣，不易釐清與劃分研發部門的貢獻，以A公司而言，產品獲利狀況對應員工所負責研發之產品，可佐證該員工之績效表現。 本論文透過蒐集與整合研發績效評估文獻及各項指標，搭配平衡計分卡架構，將各項指標歸納於財務、顧客、企業內部流程、學習與成長四個構面中，再採用德懷術及個案分析法；以專家群達成共識之重要指標，做為建立績效衡量系統之依據，並從A公司個案之角度兼顧理論及實務，設計一種明確的、可操作的績效評估系統，提升研發與設計部門之效率，比傳統僅著重於評估投入、過程、產出指標的方式，更兼顧了人員的成長與發展，故評核較為全面。
並列摘要
The performance management is a set of circulation management process including formulate organization achievements goal, performance evaluating, rewards, punishment and feedback improvement and so on. Due to the process of R&D study is filled with uncertainty, and some of the benefits are invisible, which causes difficulty to appraise the R&D performance. Therefore, the R&D and Human Resources manager often meet some problems when evaluating performance. The implementation of this research is divided into three gradations. First through analyze documents to check the advantage and disadvantage of each kind of performance evaluation systems. The second step is to collect various R&D KPI. Using Delphi, through 11 R&D management expert repeatedly consider and feedback. To obtains the important KPIs. The third step is to match R&D management system to build up performance evaluation form. After carrying on various performance evaluation documents collects and intergrades, discovery combines Adjective rating scale and BARS, may let the evaluation form simplify and easy to carry out.The basis Critical incidents method matches a supervisor scrutiny and employee self-rating to review employee's performance. All of the staff is easy to accept it. And avoid the A companies “Hallo effect” mistook and most-recent-performance error. After obtaining the expert common view of KPI by “Delphi” questionnaire. Discovery in R&D department take「ROI」and「New product profit rate」 as most important KPI. But the connection of the ROI is too wide, not easy to distinguish the contribution of R&D Department. The product profit condition can be used as the reference of the staff performance. The research through collects and intergrades documents of KPI and induces four aspects in BSC financial, customers, the enterprise internal flow and learn & development. And collocate the “Delphi ”expert questionnaire analysis and case study, achieves the common view by the expert group of the important KPI. Does basis of for the establish performance evaluating system. And design a performance management system from the A Corporation's angle through the theory and practice which explicit, may operate to promote the efficiency of the R&D and design department. Compared to the tradition only emphasized appraisal in input, process, output way, has given dual attention to personnel's growth and the development, therefore this kind of evaluating has a comprehensive survey.