企業員工績效評估之研究

THE STUDY OF EMPLOYEE PERFORMANCE APPRAISAL

李樹家(Shu-chia Lee)

指導教授 ： 李弘暉

元智大學/管理學院/管理研究所/碩士(2000年)

摘要

本論文研製之目的，在於現代企業在智價時代的衝擊下，漸漸領悟知識價值、人力資源與資訊價值已成為企業成功之三要素，在於對人的價值之注重下，評估員工的績效表現進而以了解員工的價值以及透過績效管理來達成員工管理與發展成為現代企業追求之目標。
本研究係利用實證研究方法，透過個案公司執行情況的分析，加上配合文獻理論架構，以達成探討績效評估及管理之意涵與理論，並據以研究績效評估與績效管理之方法，再配合實證研究提出批評，希望於過程之中確認績效評估是否違反人性，且不適用用於獎懲、薪酬等目的，而應是藉由績效評估來瞭解自我知識、技術與能力之落差和職能能力之漸進，並對於研究者及相關產業提供一個解決的方案且提供學術研究上之參考。
而在論文之研究中，獲致之結果為績效管理若就員工的個人發展或組織目標的落實話來看，是確實可行，但若是用之於績效薪酬則並需有所適當的調整；而績效評估在量化上的困難，於實務中發現，並不能夠完全客觀的說明或是顯現員工績效表現的全貌。而績效評估方案的設計必須基於人性與文化背景之考量，員工績效管理的目的應在於管理員工發展與溝通激勵，在實務的執行上不宜導向員工間的比較與員工差異化。另外，在員工績效薪酬的設計上，除了績效表現外應強調其他的因素，如留置價值，市場行情與職能程度等。

關鍵字

人力資源 ； 績效評估 ； 績效管理 ； 績效薪酬 ； 績效調薪

並列摘要

A procedure is on the impact of intellectual-value era, modern business aware of that knowledge, human resources and information had became the core factors to success. Under the issue of human capital, business try to find out the value through performance appraisal and achieving employee development are becoming the prior mission for business successful.
The methodologies used are case study, documentary analysis and observation.
There are four purposes : (1) to make a through understanding the meaning and theory of performance appraisal and performance management; (2) to analyze how the case company fulfill the theory of performance appraisal.; (3) to conclude the strategies which were taken on sculpting the performance-driven organization.; (4) to make conclusions and suggestions for performance management and after researchers.
There are conclusions as follows:
(1) Performance appraisal is not likely to use in merit rating as a whole, but can play a major role in employee development and training.
(2) Human behaviors likes performance is critical to quantify to reveal employee’s overall endeavor.
(3) The objective for performance appraisal and management should play more proportion for people on learning-driven and growth-driven, instead of creating conflicts and differences among employees.
(4) We should pay more attention on employ’s retain value, market level and competence rather than just by performance rating on compensation for employees.

並列關鍵字

human resources ； performance appraisal ； performance management ； pay for performance ； merit rating

參考文獻

(2). Michael Armstrong and Angela Baron, Performance Management（一），1998。

(3). Michael Armstrong, Performance Management（二），1998。

(4). Richard S Williams, Performance Management，Thomson，1998。

(7). Harry Levinson, ” Management by Whose Objectives?”, Harvard business Review Article，1970。

(14). Kevin J. Murphy（1991）,”Merck & Co., Inc.(A)”, Case of Harvard Business School Publishing.