企業競爭越來越激烈,在經營過程中管理人員莫不時時刻刻地專注於組織的經營績效,也因為如此,績效評估的結果可以提供企業中員工最完善且赤裸的表現結果。績效評估亦可達到「汰弱留強」的目的,主管可依據此評估結果來做人事上的異動。 但不論在那個組織中,總會有員工對於績效評估後出來的結果表示不滿,這時企業最好的作為就是推行「績效評估面談」,以這種回饋式的對談方式做為評估者與受評者之間溝通的橋樑,讓主管與員工在面談過程中分別就各自的立場發表看法。因此本研究的主要目的就是希冀能建構一較完善的績效評估面談制度並瞭解績效評估面談所帶來的影響,以供企業界在評估員工時能有所依據。 有鑑於此,本研究依據文獻探討後將績效評估面談分為「衡量導向」及「發展導向」兩種績效評估面談方式,並根據「職位替換表」的觀念將員工的晉升因素分為「績效表現」及「潛能高低」兩項。並由此出發探討其對於績效評估成效之影響。 除了進行完整的文獻探討之外,亦採用問卷發放的方式蒐集了國內有進行績效評估面談活動的員工問卷121份。經由統計分析之後,本研究共歸納得出下列三項重要的研究建議: 1、 主管在與員工進行績效評估面談時,應多採行「發展導向」績效評估方式,使員工得以知悉要繼續在組織中生存,尚須何種技能。 2、 進行績效評估面談時,主管應摒棄員工屬性的刻板印象。 3、 對於組織中的「雞肋」,主管不應採取放棄的態度,反而亦應該採用「發展導向」的面談方式來與他對談。
With the keen competition between companies, every managers focusing on operating performance during running process. Because of it, the performance evaluation’s results provide the most completely and nakedly outcome. Performance appraisal can also achieve the objective of keeping superiors and weeding out inferiors, so that managers can do personnel adjustment. But there will always existed dissatisfied emotion after performance appraisal. And the best way that company can reduce employer-employee conflict is try to carry out “Performance Appraisal Interview”. During this feedback interview, employer and employee can announce their opinions independently. So, this study’s main purpose is to establish an integrated framework of appraisal interview and its effectiveness. This study divided appraisal interview into “evaluation orientation” and “develop orientation” base on literature review. And also separated employee’s promoting factors from “work performance” and “promoting potential”. Besides doing thoroughly literature review, this study also collected 121 employee’s questionnaires who doing the interview activity. By statistical analyzing, the major results are followed: (1) During the interview process, evaluator should use more “develop orientation” skills in case of letting employees know what they need more. (2) During the interview process, evaluator shouldn’t focus on personnel traits, like age or gender. (3) Employer should also use “develop orientation” skills in dealing with redundant personnel.