組織精簡之網絡績效管理制度探討-以空軍基地為例。

在現代競爭激烈的環境下，組織精簡採聚焦策略及委外發包非常常見，本研究以平衡計分卡為架構，運用組織網絡管理模型，針對組織精簡之網絡績效管理制度建立及其績效衡量指標之探討，以台東某空軍基地318位人員為研究對象，採取問卷調查方式進行實證。經實證分析發現在績效衡量指標重要程度與實際滿意狀況差距甚大，顯示績效認知與執行上仍有很大之改善空間，差距最大為廠商的修護能量範疇列入考核及單位互相支援，顯示挑選廠商的資格及單位互相支援部分仍有許多須加強改善之空間。本研究以因素分析法建立平衡計分卡之網絡績效管理制度，在（一）、顧客構面代表因素為「維持品質穩定及提升產品出貨效率」及「提升顧客滿意度」，解釋力達76.562%；（二）、財務構面代表因素為「預算控制及支用率」、「降低裝備維持費用」、「檢討零附件耗用」及「降低物料成本」，解釋力達90.358%；（三）、企業內部流程構面代表因素為「加強契約管理」、「落實獎勵制度」、「違約管理」、「進行廠商績效評估」、「增加與廠商溝通交流」、「落實市場機制」、「落實廠商的訓練」、「建立廠商資料庫」、「年度中人員考核」及「品管人員品質檢驗」，解釋力達82.472%；（四）、學習與成長構面代表因素為「提升員工滿意度及監督能力」及「提升員工技勤專業能力」，解釋力達79.002%，顯示本研究之實用性相當高。經變異數分析在人員之年齡、服務年資及服務單位人數方面對績效指標有顯著的差異，顯示組織間認知仍有不一致之現象，在教育訓練上仍可加強。透過迴歸分析發現組織在顧客與財務績效上均同時受到企業內部流程之網絡績效管理與人員之學習成長之影響，顯示組織精簡採委外聚焦之網絡管理制度確實可以提升組織之績效與顧客滿意度。在路徑分析，網絡管理制度與人員之學習與成長對組織績效在顧客滿意度與財務構面，確實有顯著直接與間接之影響，顯示與策略地圖相符其因果關係，驗證平衡計分卡模型與網絡管理之理論。由於國軍預算及資源有限度的情況下，建議國軍未來在委外規劃部分可先行考慮績效重要指標高及實際滿意度低，作為未來規劃重點之一。因素分析法建立之平衡計分卡網絡管理模型，解釋力相當高，可作為國軍委外管理之目標及建立未來績效評估項目中參考依據並予以制度化，以提升組織績效。

關鍵字

組織精簡；網絡管理；平衡計分卡；績效管理

並列摘要

In the competitive environment nowadays it is common for organization to downsize by focusing or outsourcing strategy. This research based on the Balanced Scorecard uses network management model to construct network performance management system and its performance measurements of the organization downsizing. An empirical study is conducted by questionnaires of 318 personnel in the R.O.C. Air Base. We found that there is a significant difference in those key performance indicators between perceived importance and reality satisfaction, indicating that there is still room for improvement. The most discrepancy lies in “the performance assessment including both subcontractor’s repair capacity and other unit’s support” indicating that subcontractor’s selection by qualifications and other unit’s support should be strengthened. A Balanced Scorecard network performance management system is built by Factor Analysis. 1. In customer dimension two factors i.e. “Maintaining product quality and increasing shipment efficiency” and “Increasing customer satisfaction” account for 76.562% explanation. 2. In financial dimension four factors account for 90.358% explanation, i.e. “Budget control and implemented rate”, “Reducing the cost of equipment maintenance”, “Analyzing and improving accessories & parts’ usage” and “Reducing material costs”. 3. In internal process dimension ten factors i.e. “Strengthening contract management ”, “Fulfilling the reward system”, “Strict default management” “Implementing the performance evaluation of subcontractor”, “Increasing communication with subcontractors”, “Carrying out market mechanism” “Fulfilling training for the subcontractors”, “Building the database of subcontractors ”, “Assessing employees’ midyear performance ”, and “Quality control by quality staff” etc. account for 82.472% explanation. 4. In learning and growth dimension two factors i.e. “Enhancing employee’s satisfaction and supervision capability” and “Increasing employee’s technical skill and profession” account for 79.002% explanation. The model is robust indicating that the research is convincing and practical. Regarding the importance of performance indicators through Variance Analysis （ANOVA） we found significant difference between employee age, service duration, and unit size （number of employee in the department） indicating inconsistency in the organization, which should be improved by more employee education and training. Further through Regression Analysis we found that both customer and financial performances are significantly influenced by network performance management system and employee learning and growth in the organization implying that organization using network performance management system to downsize and outsource can improve both organizational performance and customer satisfaction. Moreover through Path Analysis we found that both network performance management and employee learning and growth significantly influence organizational performance in both customer satisfaction and financial performance directly or indirectly consistent with strategic map, which verify the theorem of Balanced Scorecard model and network management empirically. Under limited budget and scarce resource we suggest that military should consider network management performance system when outsourcing and focusing. Especially the high explanatory network performance management model by Factor Analysis can be institutionalized to increase organizational performance and competitiveness.