業務人員績效評估制度之個案研究

A case study of performance appraisal for sales

陳榮明(Jung-ming Chen)

指導教授 ： 陳加屏

國立中正大學/管理學院/企業管理學系/碩士(2015年)

摘要

績效評估一向是困難的，若能發揮功效，則可啟動「從做中學」的組織學習循環。反之，往往造成管理者鄉愿或激起員工防衛等等，行為面的衝突，造成越評估績效越糟的惡性循環。因此如何有效的運作績效評估，顯然是一重要的管理課題。
本研究以個案研究的方式，以一家公司的績效評估制度為對象，首先量化檢驗改善前後績效制度對於業績有顯著正向影響，接下來比對前後兩制度的差異，從而發現其中的有效關鍵在於: 1.有具體的跟催工具，讓主管必須跟催。譬如，績效面談時主管與部屬確認的訓練課題，每季雙方都需檢視討論，上課或訓練後需在訓練記錄表填寫心得，讓主管評核;跟催執行成果列入主管績效評估中，培育部屬能力的評估。2.新工具讓員工有被尊重感，願意自我剖析發揮潛能。譬如，訓練發展跟催表中，會詢問員工「那些工作、職位可與個人自我成長計劃相結合」，充分尊重員工對職別、晉升需求，再依需求別，規畫訓練課題。3. 人力資源部門有整合規劃的依據。例如，可以依「Competence 持續改善摘要表」，彙整、規劃出符合員工訓練需求的課程，讓員工參與學習。其次，本研究進一步探討發現要有效運作此一績效評估制度，必須有三項企業脈絡因素必須配合，分別是1. 「賢拜」指導。 2.以獎勵為主，非懲罰性評估。 3.終身雇用制的影響。

關鍵字

終身雇用 ； 訓練需求 ； 人力資源 ； 組織學習 ； 績效評估

並列摘要

Evaluation results are always difficult to perform. The positive effect may active the organizational learning circle such as “learning by doing”. In contrast, the negative effect always evokes the hypocrisy of directors or defensive attitude of employees, the conflicts of behaviors create the vicious circle of worse result after evaluation. The effective evaluation of result is clearly a crucial lesson in management.
The study adopted case study method and involved an evaluation system of a company. The research quantified the examination of the evaluation system which has the significant positive effect to revenues before and after the improvement, and compared the difference of both systems. The result of research indicated the following effective points: 1. Provide a practical reminder tool for directors and make them supervise the progress. For example, in evaluation interview, directors and subordinates should examine and discuss the determined training programs, and both should give feedbacks in or after the training courses for directors to evaluate. The result of supervision should be listed in the result evaluation of directors to develop the ability assessment of subordinates. 2. Develop the new tools to make employees feel respected and willing to analyze themselves and realize the potentials. For example, the training development feedback question may be “what kind of job and position may combine with the personal development plan” to respect the position and promotion needs of employees fully and arrange the training programs according to the needs. 3. Provide a basis of integration and planning to department of human resources. For example, the chart may be developed according to “Competence improvement summary” to compile and design the training programs comfort to needs of employees to participate and learn. In addition, the study further discussed and learned the effective function of this result evaluation system required 3 components of corporation factors: 1. Instruction from seniors, 2. Give rewards rather than punishments in evaluation, 3. The effect of permanent employment.

並列關鍵字

training needs ； human resource ； organizational learning ； Evaluation results ； permanent employment

參考文獻

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