| 摘要: | 績效管理的核心本是通過溝通對話與輔導的行為來提升員工能力、發展員工的潛能，從評核員工定期的工作成果轉而關注員工工作的行為表現，進而透過回饋而改善其績效表現，並把績效管理視為一個持續循環性的經營管理模式，從整體流程來看，其相關活動無法由人力資源部門獨立執行完成，應需要與部門主管合作，其為績效管理制度的使用者，若這些實務措施能夠發揮其效能，那麼部門主管也會是最直接的受益者，若能與其成為夥伴關係，一來能協助組織達成營運的目標，二來則能使其成為人資部門最好的後援者。
本研究選擇高科技產業半導體設備公司做為個案研究對象，欲了解此產業之標竿企業在績效管理的應用為何，針對一般員工發放問卷，共回收205份有效問卷。本研究探討員工與部門主管互動變項包括「員工對部門主管的信任」、「員工與主管溝通」，以及「主管授權程度」對於該公司績效管理制度的「目標設定」、「評估標準」、「評價回饋」及「獎酬連結」的認知程度之影響程度。
研究結果顯示，整體來說員工與主管的互動狀況是明顯會對於績效管理制度的認知產生影響的，另外從員工互動狀況的評分中可看出，信任與溝通較授權此構面低，可顯示出此公司文化較偏向自由與彈性。;The core of performance management is through communication and counseling behavior to enhance staff capacity and the development of the potential of employees, from the assessment of staff work on a regular basis to pay attention to the behavior of staff performance, and then improve its performance through evaluation. Performance management as a continuous cycle of business management, viewing the overall process, its related activities cannot be completed by the independent implementation of the human resources department, should be in line with the department executives, the performance management system for users, if these practical measures to play its effectiveness, then the department executives will be the most the direct beneficiaries, if they can become partners, it could help organize the objectives of the operation, secondly, to make it the best back-up for the human resources sector.
For the application of the benchmark enterprise in performance management, this study selected semiconductor industry as a case study object. A total of 205 valid questionnaires were collected for the general staff. This study examine the degree of awareness of the relationship between employee and department executives, including "Trust", "Communication”, and " Authorization" for the company′s performance management system, including "Target setting", "Assessment criteria", "Evaluation" and "Link with compensation".
The findings are the interaction between the staff and the supervisor as a whole is clearly affected by the cognition of the performance management system. In addition, it can be seen from the score of the employee interaction status that the trust and communication are lower than the authorization. This show that corporate culture is more biased towards freedom and flexibility. |
