營造業績效評核與管理制度探討

個人在營造業任職有二十六年餘，從基礎工程師一路到高層主管，一直在營造業服務，歷經兩家上市規模的營造廠，在職場過程中，從自己到同僚實際經歷，總覺得績效評核與管理制度，很難獲得大家內心的認同，總覺得缺少哪一部分，但總是無法具體表達出來。企業在績效管理上，其實值得經營者與管理者省思的課題有，要絕對績效或相對績效？要激勵團體或鼓勵個人？如何評估財務貢獻或非財務貢獻？要重視短期或長期績效？要制定一個公平又客觀的績效評核制度，在營造產業特殊性質的情況下，實在是不容易。因一般傳統的績效評核，僅著重於財務績效衡量，不足以應付現今多變的環境，財務績效衡量只是既成的事實，對於公司未來競爭力卻難以評估。本研究採通案研究法，先確立研究主題，蒐集相關的文獻及期刊資料，包含同業常用制度像平衡計分卡、經營績效評估、營造產業分析、SWOT分析、五力分析等相關文獻，界定研究範圍與限制。爾後以訪談與問卷方式對各通案公司做相關資料彙整、分析，探討經營績效，提出相關之建議。本研究要以價值管理模式及各項績效管理制度，探討各模式於營造產業之運用狀況，設計一套適合營造產業的績效管理的機制，提昇產業競爭力。

關鍵字

價值基礎管理；經濟附加價值；平衡計分卡；經營績效評估；營造產業分析； SWOT分析；五力分析；績效評核；獎酬管理；關鍵績效指標(KPI)

並列摘要

Individuals working in the construction industry, there are more than twenty-six years, from basic all the way to the senior engineer in charge, has been serving the construction industry, after two listed scale build plants in the workplace during the colleagues from their own practical experience, always feel performance assessment and management system, it is difficult to get everyone inside identity, always felt the lack of which part, but not always specific expression. Enterprise performance management, operators and managers actually worth reflection issues have to be absolute performance or relative performance? To encourage groups or individuals are encouraged? How to assess the financial contribution of non-financial contribution? Pay attention to short-term or long-term performance? To develop a fair and objective performance appraisal system, in the case of the special nature of the industry to create, it is not easy. Due to the traditional performance appraisal, focus only on financial performance measure is inadequate to meet today's changing environment, financial performance measure just a fait accompli for the company's future competitiveness is difficult to assess. This study adopted through case study method, first established research topic, collect relevant literature and journals, including the industry common system like the Balanced Scorecard, Performance Evaluation, and create industry analysis, SWOT analysis, five forces analysis, and other related documents, to define research scope and limitations. Later, in interviews and questionnaires for each case through information exchange company to do the whole, analysis, discuss operating performance, made relevant recommendations. The study should take value management model and the performance management system, to explore the use of each mode to create a situation in industry, to create a mechanism for industry to design a suitable performance management, and enhance industrial competitiveness.

並列關鍵字

value based management ； economic valueadded ； the balanced score card ； performance evaluation ； the construction industry analysis ； swot analysis ； five forces analysis ； performance appraisal ； reward management ； key performance indicators (KPI)

參考文獻

41. 31. 郭信成，2003，施工績效評估工具之建立，國立成功大學碩士論文。

42. 32. 邱文杰，2002，施工專案績效指標與機制之建立，國立成功大學碩士論文。

58. Heinz ,Weihrich，“The SWOT Matrix-A Tool for Situational Analysis”，Long Range Planning, Vol. 15, No.2, pp. 54-66，1982。

70. William H. Newman, E. Kirby Warren and Andrew R. McGill,，”The Process of Management: Strategy, Action, Results” ，Prentice-Hall, Inc.，1987。

80. Kaplan,R and D Norton “The Strategy Focused Organization”

國際替代計量

營造業績效評核與管理制度探討

全文下載

主題瀏覽