企業能永續經營，最難被模仿的，應該是人力資本，因此企業希望能提高員工對工作的投入，以不斷的提高企業的競爭力。而人力資源策略是隨組織發展策略而生，其中最能驅動員工投入的人力資源措施包括績效管理制度及獎酬制度。 本研究主要在探討個案公司在現有的績效管理制度中，導入分紅獎酬制度後，對員工投入的影響。藉由問卷調查的方式，瞭解員工對現有績效管理制度完善程度的看法、對新導入分紅制度激勵性的看法，以及對員工投入工作的影響程度。從文獻探討、制度的瞭解及問卷的分析等，對現有的績效管理制度及新導入分紅獎酬制度提出改善與建議，以利個案公司作為制度調整的參考。 由研究結果發現個案公司的員工對新導入的分紅獎酬制度是持正面態度，但在分配獎金的過程與績效管理制度聯結，這部份的認同感較低，主要是對現行的績效管理制度是否可以真正反應出員工的績效表現有關。在人口統計變項中也發現，擔任管理職比非管理職，工作投入皆較高。但總體而言，員工對績效管理制度完善性評價愈高、對分紅獎酬制度激勵性評價愈高時，工作投入就愈高。 ;There are many factors for corporate sustainability and human capital is one of the most essential factors for its imitation difficulty. Consequently, enterprises are seeking incentives to drive employee engagement to make them more competitive in industry. Human resources management strategies are usually formed associated with corporate development strategies and we found performance management and profit sharing program are the most key drivers of employee engagement. This case study aimed to investigate impacts of performance management and profit sharing on employee job involvement. By using questionnaires, we collected employee’s opinion on current performance management system and new reward program and realize the influences on employee engagement. Based on literature review, Human resources programs study and data analysis from questionnaires, we made suggestions for existing system and new bonus reward program for this corporate case. The result reveals that employees gave positive comments to new bonus reward program. However, they are skeptical the result of linking between performance evaluation and bonus distribution as the evaluation methods can hardly justify performance. The demographic variables also indicate higher job involvement in management level compared to general labor. In general, well-recognized and established programs of both performance management and profit sharing program are found positively associated with job involvement.
