本研究的目的在於希望藉由實際的案例透過制度規章的整理比較以及對企業的深度訪談的結果,試圖找出真正影響「改善提案制度」施行績效的要因;並且透過這些要因的改善希望將「改善提案制度」再次提供給企業運作參考。 本研究主要是透過文獻探討以及實際施行企業的規章整理比較和人員深度訪談,找出企業施行「改善提案制度」施行成效斐然與不彰的個別原因,進而探討先行制度的規章建立、激勵措施以及績效的評估三者之間的相互關聯影響性。 根據文獻探討以及實際施行企業的規章整理比較和人員深度訪談的發現,對企業提出了以下的建議做為參考: 一、 改善提案的施行應該是持續性的推展,而且負責主導管理的單位最好是固定的組織。 二、 管理工具需依據公司特色進行運用,方能收到事半功倍的效果。 三、 有鼓勵就有動力,適切的獎勵制度實屬必要。 四、 樂意將員工的榮耀進行全員分享,員工的滿足感將會獲得最大,相對的工作成效也會最大。 五、 公司推行制度若有二種模式進行,二種模式的獎勵規則應該清楚明定,否則將造成員工彼此之間的誤解與仇視。
The aim of this research is to identify the key elements that influence the performance of the Improvement Suggestion System through enterprise visits and comparison of different regulations. Furthermore, this research aims to improve these key elements and provide the adjusted Improvement Suggestion System to enterprises for reference. The research explores the causes for good and poor performances of different enterprises' Improvement Suggestion System through examination of relevant literature, comparison of enterprise regulations, and visits to enterprises. The mutual relationships and influences between the set-up of regulations, motivation methods and performance evaluation are analyzed. Based on examination of literature, comparison of enterprise regulations, and visits to enterprises, the following recommendations are made for enterprises: A. The Improvement Suggestion System should be executed continuously, and a fixed business unit should be responsible for management of the system. B. Results of the system will improve if management tools are applied according to specific characteristics of an enterprise. C. Encouragement measures create momentum for improvement. Adequate encouragement systems are necessary. D. Outstanding achievements of individual employees should be shared with all employees. This maximizes the satisfaction of employees with their work, and maximizes employees' efforts. E. If a company implements two different models for the Improvement Suggestion System, the encouragement measures shall be clearly stated in order to avoid misunderstanding among employees.