目前台灣法人研發機構共有41個,員工人數在18〜5500位;在人力資源功能中,員工的績效管理應與組織的策略及目標相互連接。本研究乃選擇其中較具歷史,且員工人數在300人左右中型研發機構的A研究所為案例,探討其現有之績效考核制度,並對其績效考核模式的建構,予以分析和建議。 員工績效評估的內容,概分為成果面及行為面兩部份。個案在成果面方面,僅標示年度重點績效指標,行為面的職能體系則尚未建立。 本研究乃依據平衡計分卡之理論並導入職能體系的績效管理,再輔以主管訪談及問卷調查的資料分析。研究結果有二,一為 A 研究所可建構之策略地圖,作為展開各部門、各計劃之目標,並進一步推展至每位員工,以供考核成果面之標準,二為 A 研究所應選出核心職能與管理職能項目,並進一步依據職位再予細分權責,以供考核員工行為面之評核標準。 本研究結果,也可作為法人研發機構建構員工績效考核模式之參考。
There are 41 non-profit research institutes established in Taiwan with staffs between 18 to 5500 individually. In this study,“A”Institute was chosen, with comparatively longer history and moderate number of staffs, to investigate her employee performance evaluation system at present. Further improvements for the evaluation were suggested. The theory of balanced scorecard(BSC), the competency model, visiting talk, questionnaire file analysis were used for this research. It is suggested, the strategy map can be established deeply down to every staff for the result phase and the performance management of the competency model can be used for the behavior phase of the employee performance evaluation.