A Study of the Performance Evaluation of the Industrial Designer in Taiwan

• Main Authors: Shi-Jer Cheng, 程希哲
• Other Authors: wen-chih chang
• Format: Others
• Language: zh-TW
• Published: 1999
• Online Access: http://ndltd.ncl.edu.tw/handle/29971136163074030591

碩士 === 國立臺灣科技大學 === 工程技術研究所設計學程 === 87 === The job nature of industrial designers is quite different from that of other departments such as manufacturing and marketing. The issue about the performance evaluation of industrial designers is not serious discussed so far. Meanwhile, industrial designer's performance is often evaluated by the way of treating other departments in the business world. An appropriate management system to evaluate industrial designers is necessary in order to keep well-performed designers who are truly contributive to a company. This research is conducted by a series of in-depth interviews with top managers of design consultant firms and design managers of design departments in manufacturing companies. It is hoped that by understanding their performance evaluation policies and their opinions to existing policies a better model can be suggested for evaluating industrial designers' performance. Through the investigation and analysis of the research, the following conclusions are obtained: 1. To both a design department in a corporation and a design consultation company, no systematic designer performance evaluation is applied. 2. In the practice of performance evaluation of a design consultation company and a design department in a corporation, it is restricted by corporate organization and magnitude. 3. Each corporate executive officer applies "walk-around type management" concerning the performance evaluation method of designers, emphasizing to evaluate designers from work. 4. Most executive officers applies "target management" concerning the designer performance evaluation requirement, to emphasize the importance of a design result. 5. The difference between designer performance and that of a general corporation lies in "evaluation timing" as the most obvious aspect. 6. No matter how an evaluation system conforms to reliability, validity and fairness, talking about the evaluation of a designer, the evaluation system in lack of convenient property shall never be concerned by a design executive officer for sure.