| dc.description.abstract | A meticulous process and sound operation standard make the western fast food popular in the world, where people can enjoy the same product quality and consistent service level. In QSR (Quick Service Restaurant) industry, the production procedure should be split into the simplest operational steps to ensure the end product and service with the same quality made by any persons in different places and time. In addition, the operation targets and performance evaluation are also the keys to assure the service quality.
This thesis attempts to identify potential issues and problems during changing the performance indicators of the Company through case study. In the meanwhile, the research adopts Balanced Scorecard model as the contrast to find out the solutions for the Company so as to provide some valuable suggestions to the Company. There’re 4 objectives of the research:
1.To compare the performance system before and after the change and probe into the changing process so as to have a whole picture on the brand-new performance system of the Company.
2.To realize whether the new performance evaluation method improving employees’ performance? Can the new system meet the Company’s operation goals?
3.Does the new incentive scheme, which is changed synchronously with the performance system, have the motivational effect?
4.To raise some suggestions on the changing process of new performance management system that the Company can refer and improve the process in the future.
Main findings of the research:
1.The indicators introduced into TPM program are result oriented, those process factors such as employees’ behaviors, attitude, product difference, and regional diversity do not take into consideration in TPM program. For the Company, it would be more comprehensive in terms of performance achievement if they take these process indicators into account.
2.In addition top-down objectives or ideal ones raised by the staff, the respective operational department shall also recommend some bottom-up indicators as the baseline. It provides extensive contents and a broader view to discuss the performance indicators.
3.Suggest the Company can develop the application system independently to manage BSC, since the respective HRIS module exists in China and Taiwan. This will reflect real time BSC results to the management to enhance and stimulate the performance. | en_US |