台電公司考績制度之研究

Abstract

目前台電公司考績制度無法以量化資訊評估員工工作績效，在績效評估缺乏客觀的衡量標準下，導致現行的考績制度無法在程序上公平客觀衡量員工表現，加上個人工作績效未與部門團體績效連結，考績列等多採部門平均分配方式，使團體績效無法反應在個人績效上作跨部門比較，因此產生考績結果無法達到實質上的分配公平，易打擊努力工作者的士氣，無法發揮考績應有「獎優汰劣」的目的。 本研究先透過文獻探討，自學理及相關研究中歸納出績效評估的方法及考績之原則，再使用深入訪談的方式，訪談台電公司考績制度的設計或執行人員及某單位各層級具代表性的員工，了解台電公司現行考績制度在制度面及執行面的實施現況，與理論上及相關研究中所提的方法及原則作比較，分析台電公司現行考績制度的缺失或遭遇的問題。再透過文獻資料、訪談與問卷結果，以「標準工時」量化工作量，「工作達成率」、「正確率」及「完成時效」衡量工作品質，發展一套可量化「工作成果」的績效評估方式。另外，為進行跨部門員工的工作績效比較，再彙整「部門之內各受考評者工作表現的差異」及「各部門之間團體工作表現的差異」，以求得「組織全體受考評者之差異」，作為跨部門考績排序的基礎，以消除各部門間主管考績評比寬嚴不一的現象。最後再利用蒐集到的歷史考績資料進行實例操作以驗證運作模式。 透過範例及實例的演算與驗證後，證明可量化「工作成果」的績效評估方式能精確算出個人工作量再衡量工作品質表現後的「工作成果」，其結果在部門內會呈一常態分配，可作為部門內比較的基礎；另外，研究發現以「績效總差異」＝「部門內差異」＋「部門間差異」，可以將不同部門間性質互異的員工進行考績排序，解決目前考績制度未依團體績效優劣分配各部門考績的問題。 因研究時間及資源有限，本研究僅以台電公司某單位為研究對象，針對個人工作績效評估方式及納入團體績效後個人跨部門考績排序方式等範圍作探討，希望能發揮拋磚引玉的功能，提供台電公司未來改進考績制度參考的方向。

The present performance appraisal system of Taiwan Power Company is unable to evaluate the employees’ working performance by quantifiable information. Due to lack of objective measure standards of performance evaluation, current performance appraisal system could not examine nor evaluate employee’s performance with a fair approach. Moreover, the individual performance has not been combined with the team performance, and the gradations of performance are always based on the average distribution among departments, therefore, the result of performance can not reach a fair distribution substantially which is easily to discourage the morale of the employees, and the original purpose of “awarding the outstanding workers while eliminating the disqualifiers” is hard to be attained.

This research is constructed through the study of historical documents as well as related theory investigation to conclude the performance evaluation methods and the principles. I have also conversed with many related employees in depth interviews to realize the design and execution of the current performance appraisal system of Taiwan Power Company. The interviews collected a good understanding of the pros and cons about current system from policy’s and implement’s points of view. Besides, my research has analyzed the defects of the system and the problems encountered upon comparing with the methods and principles stated in theory and research. A set of quantifiable evaluation method for work performance is then developed on the basis of the「standard working hours」to quantify the work load, and the rate of achievement, the rate of accuracy, and the timing of accomplishment to evaluate the work quality. For comparison of the work performance among the employees of different departments, the system collects the “individual difference internal department” and “team difference among departments” to come out “individual difference for all employees in organization”, which is used as the basis for cross-departmental ranking. This is to eliminate the different standards used by the managing levels unintentionally. Last but not lease, it’s examined and practiced using the historical performance records to be validated.

It is confirmed through practical example that the quantifiable 「work achievement」method can calculate precisely the individual work load by estimating the work quality which may appear a normal distribution curve in the department that can be applied as the interdepartmental comparison basis. In addition, the formula:「total performance difference」=「interdepartmental difference」 +「difference among departments」can resolve the current problem of average distribution of which the difference of the team performance is not considered. Due to the limitation of resource and time, this research is only taking a certain unit of Taiwan Power Company to be the object of study and covers the topic of individual performance appraisal approach and ranking sorting cross departments. I hope this would be inspiring to invite more precious innovation to improve the performance appraisal system of Taiwan Power Company in the future.