製造業推行績效管理之研究─以XTHC公司為例

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Title:	製造業推行績效管理之研究─以XTHC公司為例
Authors:	胡明塽;Hu, Ming-Shuang
Contributors:	高階主管企管碩士班
Keywords:	OKR;KPI;績效管理;團結協作;OKR;KPI;performance management;unity and collaboration
Date:	2019-05-01
Issue Date:	2019-09-03 15:08:54 (UTC+8)
Publisher:	國立中央大學
Abstract:	隨著經濟、社會、科技等諸多方面的迅速發展，特別是世界經濟全球化、一體化過程的加快，全球資訊網路的跨接與消費需求的多樣化，企業所處的環境更為競爭與艱難，因此，每個企業都為了將企業內部績效提升不斷的努力，管理者也都在為企業績效提升而不斷尋求可用的管理工具。大約在2013年底，一些從美國矽谷回中國的ＩＴ、互聯網、高科技產業的創業者，將Intel公司與Google公司採用的績效管理工具ＯＫＲ引入了中國。2016年Paul R. Niven and Ben Lamorte合著了「Objectives And Key Results : Driving Focus, Alignment, and Engagement with OKRs.」，這本書的發行也帶動了全球企業對ＯＫＲ的重視。本研究主要探討ＯＫＲ推行在生產型企業的過程與ＫＰＩ的差異狀況，深入分析個案公司推行ＯＫＲ後，人員心態、工作行為的改變，並研究分析個案公司推行ＯＫＲ過程的內部組織架構與團隊士氣的改變，以做為未來同類型產業推行ＯＫＲ的參考依據。本研究以個案分析進行探討，以Niven and Lamorte的 OKR作為理論基礎進行深入分析，並在個案公司推行ＯＫＲ的過程，針對個案公司的整體績效、人員工作態度、組織團隊士氣等進行探討分析，也對相關人員進行深入訪談紀錄，以取得與過去執行ＫＰＩ績效管理的差異依據。個案公司在推行ＯＫＲ的過程，為了讓組織與員工更和諧互信，也制定了相關員工激勵制度，並佐以開放自主的管理策略，構建內部和諧團結的工作氛圍，塑造團結協作與開明自主的企業文化，做為個案集團母公司未來全面推行ＯＫＲ的管理標準。本研究的結論包括：１．推行OKR在生產型企業需要企業高層主管的參與和企業相關制度的配合。２．提升員工的工作效率需建立信賴的自主管理文化。３．提升企業績效需做好持續性的目標管理。建議包括：１．編制員工企業文化培訓課程。２．加強員工的OKR教育訓練。３．強化公平的員工激勵制度。;With the rapid development of economy, society, science and technology, especially the globalization of the world economy and the acceleration of the integration process, the cross-connection of global information networks and the diversification of consumer demand, the environment in which enterprises are located is more competitive and difficult, therefore, every enterprise in order to enhance the internal performance of enterprises to improve the continuous efforts, Managers are also constantly looking for available management tools for improved corporate performance. Around the end of 2013, some entrepreneurs from the IT, Internet, and high-tech industries who returned to China from Silicon Valley in the United States introduced OKR, a performance management tool used by Intel and Google, into China. 2016 Paul R. Niven and Ben Lamorte, in conjunction with "Objectives and Key Results:driving Focus, Alignment, and Engagement with Okrs.", this The release of the book has also led global companies to pay attention to OKR. This study mainly discusses the difference between the process and KPI of OKR in production-oriented enterprises, analyzes the changes of personnel mentality and work behavior after the implementation of OKR by case companies, and studies and analyzes the internal organizational structure and change of team morale of the case companies in carrying out the OKR process. As a reference for the future implementation of OKR for the same type of industry. This study discusses the case analysis, takes Niven and Lamorte′s OKR as the theoretical basis for in-depth analysis, and carries on the OKR process in the case company, carries on the discussion analysis to the case company′s overall performance, the personnel work attitude, the organization team morale and so on, also carries on the thorough interview record to the related personnel, To obtain the basis for the difference between performing KPI performance management in the past. In order to make the organization and staff more harmonious and mutual trust, the case company has also formulated the relevant staff incentive system, accompanied by an open and independent management strategy, built a harmonious and united working atmosphere in the interior, shaped the corporate culture of Unity, cooperation and enlightened autonomy, and fully implemented the management standards of the OKR in the future of the parent company of the case group. The conclusions of this study include: 1. The implementation of OKR in production-oriented enterprises need the participation of senior executives of enterprises and the cooperation of enterprise-related systems. 2. Improve the efficiency of employees need to establish a trusted culture of independent management. 3. Improve the performance of the enterprise need to do a good job of sustainable goal management. Recommendations include: 1. Preparation of staff corporate culture training courses. 2. Strengthen the OKR education and training of employees. 3. Strengthen a fair staff incentive system.
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