本論文研究者自接任主管後感受到很多同仁抱怨對工作的不滿足,但同仁又無法準確表示問題在哪裡。做為主管有責任解決同仁抱怨及達到工作滿足,有更多時間思考改善工作環境。多數同仁認為設備故障頻率太高,本研究從設備績效為基礎開始分析,並以班別、輪班天數做區分: (1) 日班與夜班差異,查明是否夜班精神狀況不好導致績效差,並把工作量從新分配,把吃重的工作安排在日班做。 (2) 工作天數會不會有差異,工作越到後面天數績效越差,並把 工作份量平均到每一天。 (3) 三組的工作績效差異是否跟組長有關,更換組長後是否也可 以提升績效,減少抱怨達到工作上的滿足感。 結論: (1) 日班績效比較差,與更換組長影響性不大。 (2) 休假前後兩天績效比較差,與更換組長影響性不大。 (3) 組長的領導力可以提升績效。
As the researcher took over the manager job and felt complaints from staffs, most of them don’t understand why they are so busy. A manager has the responsibility to solve the problems, make everybody work happily. This research studied the equipment performance by achievement analysis. There are three questions: (1)Will there be performance differences between day and night shift. (2)Will there be performance differences on the sequence of the work days. (3)Will there be performance differences with the team leader. We have the following Conclusions: (1)The performance from day shift is no better than from night shift. (2)The performance from two days before and after vacation are not good. (3)Good team leader can improve performance.