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來源資料
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頁籤選單縮合
題名 | 我國民間企業績效管理制度之個案研究--公部門考績制度之標竿學習=A Case Study of Performance Management in Corporations: The Benchmark to Public Performance Evaluation Systems |
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作者 | 劉宜君; Liu, I-chun; |
期刊 | 暨大學報 |
出版日期 | 20030100 |
卷期 | 6:2 2003.01[民92.01] |
頁次 | 頁29-58 |
分類號 | 494.01 |
語文 | chi |
關鍵詞 | 考績制度; 績效評估; 目標管理; 強迫分配法; 全方位評估; Appraisal system; Performance appraisal; Management by objectives; Force distribution method; 360 degree appraisal; |
中文摘要 | 近來民間企業對全球競爭的衝擊,以及對於人力資源開發與運用的重視,績效評估制度已經超越以往單純考核員工工作表現的做法,發展成為績效管理制度,不僅包括個別員工的績效評估,更將個別員工的績效與組織的績效結合,以達到人盡其才與提升組織整體效能的目的。相較於企業組織積極推動績效管理制度的創新與變革,目前我國公務人員的考績制度的內容與功能仍然停留在傳統的「打考績」,該制度的形式意義大於實質激勵作用,無助於提昇公務人員個人與組織整體的績效。 本文有鑑民間企業績效評估為人力資源管理的重要工作之一,其制度設計與實施過程有許多可供部門在考核公務員時參考之處。透過對我國民間企業績效管理制度執行狀況的文獻探討,及針對目前臺灣製造業與服務業分別選擇企業作訪視與輔以次級資料分析,分析企業組織對於員工考核的特性與發展趨勢,期以透過標竿學習方式,提供我國公務人員考績制度改進方向之政策建議。 在結構安排方面,在前言方面,首先指出企業組織績效評估的特質與公務人員之處;第二部分說明績效評估的意涵與發展趨勢;第三部分說明民間企業績效管理制度之原則與主要內容;第四部分分析績效管理制度之實施程序與考核項目,第五部分分析重點在於企業組織對於員工考核結果的運用方式與功能,最後提出研究結論與對於公務人員考績制度改進之政策建議。本文建議我國公務人員考績制度應改變傳統單向與封閉的績效考核過程,建立績效評估面談制度與受考者的自我評核,並朝向目標導向的評估,以增進考績制度的透明化與客觀性。此外,考核結果除了調薪、陞遷與淘汰等目的外,也建議能著重於公務人員的職能訓練與生涯發展的培育計畫。 |
英文摘要 | Recently, private businesses have begun to face pressune from more intense global competition to develop productive employees. Companies recognize the importance of developing their human resources for greater organizational productivity. The objective of a performance evaluation system, which is an integral part of human resource management, is to ensure that the right people are on the job with appropriate motivation and efforts. More importantly, properly developed and implemented, the performance eralnation system can help an organization achieve its goals by identifying and encouraging productive employees. The major purpose of the performance evaluation system is thernfore to support the legal needs of the organizations and career planning of their employees. Accordmgly, many private businesses have used innovative performance management systems in their human resource management process to improve their competitiveness. However, compared to the performance evaluation systems of private companies, such systems in the public sector do not serve the goals of personnel management and development. Due to inappropriate performance measurement and processes, the public sector systems do not encourage public servants to raise coork performance. It is important to analyze these weaknesses in public performance evaluation systems. This paper therefone benchmarks performance management systems in the private sector to show the effort--performance linkage. To create an efficient public performance evaluation system, it is necessary to look for ways either to overcome these difficulties or to deal with them more effectively. With a comprehensive analysis and consideration of cultural characteristics, this paper suggests than performance appraisals should not be a one-way communication event. Instead, the performance evaluation is a continuous and interactive process. Public employees should have appropriate opportunities to discuss their work performance, raise question with supervisors, and add their own data and perceptions about their work. Also, public organizations should create a supportive environment to put employees at ease during the performance appraisal process in order to receive constructive feedback. In addition, a public performance evaluation program can adopt the principles of 360-degree appraisals as well as the concept of self-evaluation. Finally, the functions of performance outcomes should be multiple, such as promotions, raises on-job-training and career plan development. |
本系統之摘要資訊系依該期刊論文摘要之資訊為主。