即時績效管理系統對員工影響之個案研究

A Case Study for the Effect of Real-time Performance Management System on Employees

黃美綾(Mei-Ling Huang)

指導教授 ： 余鑑 ； 于俊傑

國立臺灣師範大學/科技學院/科技應用與人力資源發展學系人力資源碩士在職進修專班/碩士(2012年)

摘要

六○年代中期台灣科技發展的契機，引領多數企業紛紛往科技產業轉型，同時也帶動了台灣的經濟發展。綜觀現今台灣科技產業之競爭，企業人力資源效用的最大化運用，已成為企業致勝的關鍵要素。因此，如何管理及善用組織內部之人力資源，儼然已成為各企業現今最重視的管理議題。然而，高科技工作人員，因其學經歷之影響，導致其工作理想、工作自主及工作成就滿足均較一般產業人員高，而傳統以年度循環之績效管理方式已漸漸無法滿足其需求。因此，本文藉由文獻探討及實際訪談的方式，探究變革實施即時績效管理系統之個案公司，瞭解即時績效管理系統對員工之影響，並依據所得之結果，提出可能左右績效管理成敗之關鍵要素，以利高科技公司或其他產業企業在未來推動績效管理系統之實務參考。經資料分析結果，茲分述如下：
一、個案公司於推行即時績效管理系統後，對其公司員工在工作、激勵及發展三層面因素皆帶動正向之影響。
二、個案公司於推行即時績效管理系統後，除對該公司管理人員之管理工作具協助用意外，對管理人員在進行團隊工作及激勵管理、部門成員之發展管理上均有正向協助及影響。
三、個案公司推行即時績效管理系統後，協助該公司人力資源人員在績效管理制度之設計規劃上能更為週延，並對實際之工作執行皆有正向之影響。
四、研究者發現並建議管理者在面對績效管理議題時，更應開啟「真誠對話」的管道，透過增加雙向溝通的機會，傾聽部屬聲音，並使員工了解是為何而戰，如何應戰。如此將時間成本轉化為管理成本，方能帶動正向管理的進行。
五、即時績效管理的即時評量機制，是為滿足員工期待完成工作後可獲得認同及回饋之需求下而生。故即時績效管理系統相較於傳統以年度為循環之績效管理較為員工所認同與接受。因此研究者建議以即時績效管理取代原有之傳統年度之績效管理，除能快速反應外部環境外，亦更能有效管理內部之人力資源。

關鍵字

即時績效管理 ； 工作績效 ； 績效管理

並列摘要

In the mid-1960s, the technological development opportunities in Taiwan led to many companies to shift into the technology industry, thus resulted in the economic development of Taiwan. Looking at today's competitive technology industry in Taiwan, maximizing the effective use of corporate human resources has become a key element of corporate success. Therefore, how to manage and make the best use of human resources within the organization seems to have become the most important management issue for all companies. However, due to the impact of high-tech staff’s educational background and work experiences, their resulting work ideal, job autonomy, and work fulfillment are higher, as compared with the workers in general industries, thus, the traditional annual cycle of performance management can no longer meet their needs. Therefore, this study conducted literature review and interviews to explore the changes in the implementation of real-time performance management system in the case company, in order to understand the effect of real-time performance management system on the employees. Based on the results, this study proposed key success factors of performance management, which could serve as references for high-tech companies or other industries that intend to promote performance management systems in the future. The results of the data analysis are described as follows:
1.After the case company implemented the real-time performance management system, positive effects were observed in three aspects, namely work, motivation and development.
2.After the case company implemented the real-time performance management system, in addition to assisting personnel management, there is positive influence on management personnel in terms of team work, motivation management, and departmental member management.
3.After the case company implemented the real-time performance management, the company human resources personnel were able to design a more comprehensive performance management system, which has a positive effect on the work execution.
4.This study suggests that when facing performance management issues, managers should open a channel of "honest dialogue" to facilitate two-way communication, listen to the thoughts of the employees, delineate the mission and approaches for the employees, so that time cost can be converted into management cost to drive the implementation of management in a positive direction.
5.The real-time evaluation mechanism of real-time performance management is developed to fulfill the expectation of the employees on recognition and feedback after completing a task. Thus, real-time performance management system is more recognized and accepted, as compared to the traditional annual performance management. Thus, this study suggests that replacing traditional annual performance management with real-time performance management can rapidly respond to external environment, and also more effectively manage internal human resources.

並列關鍵字

real-time performance management ； job performance ； performance management

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