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|Authors: ||胡明塽;Hu, Ming-Shuang|
|Keywords: ||OKR;KPI;績效管理;團結協作;OKR;KPI;performance management;unity and collaboration|
|Issue Date: ||2019-09-03 15:08:54 (UTC+8)|
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。
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.
|Appears in Collections:||[高階主管企管（EMBA）碩士班] 博碩士論文|
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