企業為了因應環境的變化,必須加強組織的實力和專案競爭力,並透過績效評估的方式來了解基層員工後續的改善方向。本研究藉由專家訪談及文獻回顧方式,針對整體基層員工列出四大準則與二十項次準則,再結合層級分析法(Analtic Hierarchy Process, AHP)與DEMATEL決策實驗室分析法(Decision Making Trial and Evaluation Laboratory, DEMATEL)以獲得優先順序與因果關係圖之關聯度。在AHP高階經理問卷調查的結果,認為四大準則中之「專業能力」為必須優先加強之項目;另外DEMATEL基層主管對於基層員工績效評估重點的結果指出最需要優先加強之項目為「工作態度」。 本研究將問題量化分析後,可協助企業管理者在後續時間內針對基層員工較為不足之問題作出改善策略。這項研究有兩項優點:其一為擬議的方法可以獲得更客觀的方向;其二可連結到工作績效評估中,本研究的結果可以用作為企業組織管理層級的參考依據。
For coping with ever-increasingly industrial changes, enterprises shall strengthen their organizational strength and competitiveness. In addition, they have to evaluate their employee’s performance in order to find improvement direction. This study first generates 4 major dimenstions and 20 criterions for evaluating baseline employee’s performance by in-depth-interview and literature review. Then, the Analtic Hierarchy Process (AHP) and Decision Making Trial and Evaluation Laboratory(DEMETAL)approach are used to determine their ranking and the relevancy of Cause-and-Effect diagram. The result from AHP shows that the “professional ability” is the top priority dimenstion for improvement. The result from DEMETAL shows that the “work attitude” criterion is the top improvement priority for baseline employee. The contribution of this study as follows: 1. the devised methodology can achieve more objective directions; 2. it can be integrated with the work performance evaluation.