製造業主管及工程師之績效評量實施與分析

多年來國內外各企業均很重視員工對企業的貢獻，並會以員工績效評量之結果來判定員工的工作績效及對組織的貢獻。但不同企業的員工績效評量之項目與方式不盡相同，如何建立一套適合，且有助於企業提昇員工績效與貢獻的評量系統是很重要的課題。本研究首先藉由文獻探討來蒐集國內外各大企業之員工績效評量系統與指標，並加以整合及以管理職能與核心專長進行分類，建立整合型的員工績效評量模式。為了研究此模式的合理性與可行性，我們以此模式為基礎來設計問卷，再針對國內企業來進行實證研究，以探討員工績效評量各項目之重要度與採用度，再利用重要度-採用度模式來分析哪些評量指標是屬於優勢保持指標，哪些是屬於建議改善指標。此外，我們也會建立結構方程式模式，用以分析各構面之因果關係與影響效果，藉此建立一個系統性的員工績效評量架構，提供給企業作參考。本研究結果顯示，(1)大型企業與中小企業在管理職能與核心專長上，不管是在優勢保持區或是建議改善區都有不同的評量指標，表示在員工績效評量指標的採用上大型企業與中小企業是有所不同的。(2)利用結構方程式模式之分析可得知企業之願景與策略對於其管理職能與核心專長都有顯著性的影響，而核心專長對於管理職能亦有顯著性的影響，故企業的員工績效評量系統需要依照公司願景與策略發展向下展開，先進行整體的核心專長制定再進行經理人所需之管理職能的建構。

關鍵字

結構方程模式；人員績效評核；系統性評核架構；人員績效評核指標

並列摘要

Recently, more and more enterprises focus on the employees’ contribution to organization, and then adopt the way of employee performance appraisal to assess the employees’ work performance and contribution. However, different enterprises will adopt different employee performance appraisal systems and different indicators. It is therefore that how to develop a suitable employee performance appraisal system is a critical issue for any company. In this research we first discussed the employee performance appraisal systems adopted by several global or local companies by using literature review, and then integrated these systems and evaluation items. We also re-organized the evaluation items, and divided them into two categories: management ability and core competence, which can be used to develop a systematic framework of employee performance appraisal. In order to confirm the feasibility of this systematic framework, we designed the questionnaire based on the developed model, and then conducted the related empirical study for the industries in Taiwan. After the statistical analyses, we can identify the strategic actions on the evaluation items based on the analysis of ‘importance-implementation matrix’. Besides, we also developed the structure equation model (SEM) for the employee performance appraisal in order to confirm the causality among the constructs and their involving indicators in the employee performance appraisal system. Based on the analytic result of this research, we can obtained that (a) large companies and small and median companies adopt very different systems and evaluation items in despite of the items belong to which categories. (b) The performances of employees’ management ability and core competence are influenced by the company’s firm’s vision and strategies, and the employees’ management abilities are also affected by the employees’ core competences. It is thus that if an organization wants to develop its employee performance appraisal system, then the evaluation items of the system are to be linked to its vision and the related strategies, and also the indicators of employee’ core competences are considered.

並列關鍵字

employee performance assessment ； integration appraisal system ； SEM

參考文獻

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2. Boyatzis, R. E. (2008). “Competencies in the 21st century”, Management Development, 27(1), 5-12

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5. Jackson, S.E., & Schuler, R. S. (1995). “Understanding human resource management in the context of organizations and their environments. In M. R. Rosenzweig & L. W. Porter (Eds.)”, Annual review of psychology, 46, 237-264

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製造業主管及工程師之績效評量實施與分析

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