面板製造業導入CMMI對組織訓練影響之研究

資訊人員如何衡量証明開發出的系統品質是最好的。2000年美國卡內基美隆大學軟體工程學院針對軟體產業建立一套工程制度，該制度稱為 CMMI（Capability Maturity Model Integration），取得該認証對於資訊開發者來說是對所開發的軟體系統品質給予最大的保証。資訊單位有了很的軟體品質制度後，若沒有人員有好的配合也是發揮不了作用。俗語說的好：成敗事在人為。人是很重要的影響因子，想要促使新制度導入有效成功，第一步就是知識觀念傳達，組織人員的教育訓練上是尤其重要。參考許多研究中，目前國內還未針對面板製造產業資訊單位，導入CMMI 組織訓練模組作業流程有詳盡分析研究，藉由本研究想了解面板產業CMMI制度建立時，對於組織訓練實施影響為何？人員心理會來那些衝擊進而產生那些組織抗拒，其抗拒之因應道為何？使用 CMMI的組織訓練模組實施教育訓練成果為何？是否將有助於管理者與員工系統開發作業流程及訓練了解實施成效。研究方法採深入訪談方式了解面板製造業如何依照CMMI的組織訓練流程模組來執行人員組織訓練，採多重個案研究對照組以公司內現行的教育訓練制度進行流程對照分析出CMMI 對組織訓練進行流程的差異分析，以文獻探討中的學者Ansoff & McDonnell(1990) 理論，從訪談者的回答資料中了解人員所產生的組識抗拒的因素是行為抗拒或系統抗拒，將其主因運用決解抗拒變革的11 個策略理論找出在CMMI導入時人員組識訓練後所帶的人員不適應變革所產生組織抗拒及採取決解的策略，再根據學者 Kirkpatrick教育訓練績效評估模式以反應、學習、行為、成果績效評估指標的四個構面理論利用李克特式五點量表評量工具，使用問卷調查方式進行組織訓練效益分析。主要研究發現CMMI 在執行組織訓練(OT)模組流程後發現較一般公司教育訓練多了三倍的工作產品流程記錄文件。在人員心裡層面的抗拒主因也是因為需撰寫文件太多，造成工作量變大改變了原本的工作模式，另外在訓練效益結果中發現行為構面較其他三者較低，可直接說明人員真的會產生組織抗拒因為對於工作執行流程是採被動方式進行，其內部管理為降低抗拒通常採取的手段以溝通策略方式來解決資訊人員在CMMI 系統開發作業流程上的組織變革抗拒。由工作流程中主管或 PM 會不斷提醒說明，有關於CMMI的好處及灌輸對於未來系統開發上有何助益，在相互信任溝通下，提高工作配合度。訓練效益結果上透過CMMI 的組織訓練執行步驟執行教育訓練對人員的學習成效很大。對於本研究個案單位來說，是可以透過它作為持續品質改善的基礎及框架，藉由 CMMI Level 3 的導入，讓專案達到標準化及改善系統開發品質的效果。

關鍵字

CMMI ；組織訓練；組織抗拒；組織績效

並列摘要

How can IT developers judge and prove the system quality is the best? In 2000, the SEI (Software. Engineering Institute) built an engineering institution called CMMI (Capability Maturity Model Integration) aimed for software industry. To IT developers, the certificate authorized by SEI is the best guarantee to the quality of software system. The IT Dept. needs good staff to follow the good institution per the old saying: “Success or failure depends on how people do their job.” Staff plays an important role in a successful introduction of a new institution. The knowledge conveying is the first step especially in staff training. There is no detailed research focusing on how CMMI organizational training module & implementing procedure was applied to analyze the IT Dept. of TFT-LCD manufacturing. The purpose for this research is to understand how the CMMI institution influence the organization training in TFT-LCD industry. And how the staff is psychological impacted which causing organizational resistance and also what the solution is. How is the training result while CMMI Organizational Training (OT) was applied on this project? The method of this research is through in-depth interview to understand how the TFT-LCD manufacturing comply with CMMI organizational training procedure module and implement the organizational training on staffs. By multiple-cases are applied in comparison with the currently internal training institution and the discrepant analysis of the organizational training & implementing procedure under CMMI is discovered. As per the theory of Ansoff & McDonnell (1990), we can understand the organizational resistance happened to staffs belong to behavior or system resistance from the replies of the interviewees. Solutions will be the main reason of the use of decision strategy of resistance to change theory to identify the 11-time persons in the CMMI into organizational training of personnel suited to changes brought by the decisions of tissue resistance and to take solutions strategy. The beneficial analysis of organizational training was proceeded as per Kirkpatrick’s performance evaluation model of educational training, the four dimensions theory: reflection, learning, behavior, and results performance evaluation standard and through Likert’s five-point scale assessment instrument together with questionnaire. According to the research, CMMI after OT procedure needs three times quantity of recording documents (of working product procedure) than general training company. Too much paper works changes the working mode and causes heavier workload and which is considered as the main reason of psychological resistance to the staff. Furthermore, the dimension of behavior is less of training beneficial outcome than the other three. This directly shows that the organizational resistance will happen to the staff while the working procedure was proceeded passively. In internal management, communication is usually used resolving the resistance of organizational reformation while IT staffs are doing CMMI system developing & implementing procedure. The supervisor or PM will keep reminding the advantages of CMMI and how benefit it is to the system developing. They cooperate better under mutual trust and fully communication. As for the outcome of training benefit, the staffs learn a lot through the educational training of CMMI organizational training & implementing procedure. To this research case, the CMMI is the foundation and framework of continuously quality improvement. In addition, the introduction of the CMMI level 3 standardizes the project and improves the effect of system developing quality.

並列關鍵字

CMMI ； Organizational Performance ； Organizational Resistance ； Organizations Training

參考文獻

簡宏江. (2000). 論抗拒變革的管理. 育達研究叢刊, (第一期).

Applying Software Tools to CMMI Process Improvement. Journal of

Gu, H. Z., & Lu, H. Y. (2006). Applying CMMI Approach to Business Process Improvement. Electronic Commerce Studies, 4(1), 97-115.

劉興郁、蔡瑞敏. (2006). 組織變革知覺, 學習動機對學習成效之影響. 朝陽商管評論, 第五卷(特別刊).

郭英峰、陳邦誠. (2007). 企業導入行動商務之實施策略, 應用類型與經營績效之關係. 資訊管理學報, 14(4), 185-210.

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面板製造業導入CMMI對組織訓練影響之研究

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