| Summary: | 碩士 === 淡江大學 === 管理科學研究所企業經營碩士在職專班 === 92 === A case of Taipei Rapid Transit Corporation was selected for researching the influences of employee performance and organizational culture on the organization performance. The indicators of employee performance consist of Task Performance, On Job Behaviors, and Employee Characteristics; and the organization performance is based on the theory of The Balance Scorecard that incorporating with four factors: Finance, Customers, Internal Procedures, and Employee Learning. The organizational culture had been analyzed as Innovation-Cooperation Culture, Support-Stability Culture, and Power-Control Culture. The purpose of this study was to help the target company to raise the organization performance when designing employee performance indicators and remodeling organizational culture. Below are the research conclusions:
1. Most of the employees of the target company signify work stress all the time; and, the management of the target t company is power oriented and emphasis on job performance, which organizational culture is defined as power-control one.
2. The indicators of the employee performance are designed to achieve the requirements and appraisal items for the company by team leads; nevertheless, it should be aware that which appraisal items are devised by team leads at a lower management level instead of the top management. Furthermore, there are various outcomes of employee performance indicators with different job functions; thus, considering a fairer evaluation of employee performance, separation the indicators off three job functions as administrators, external workers, and technicians is necessary.
The influence of the employee performance has no impact to the organization performance; and, some do have negative relationships to organization performance. Those negative relationships present the problem among employees cooperation and coordination, it won’t be able to support the organization performance in a transportation service industry that emphasizing highly teamwork and cooperation.
3. Most employees identify that organizational culture is more like power-control culture. Result of further research, power-control culture only affect the customer factor and has no impact on finance factor, internal procedures factor, and employee learning factor of organization performance. Also, its impact to customer factor much lower than support-stability culture’s. It disclosed that the performance of customer factor of organization performance would be rising once employees are working on service activities for customers in the support-stability culture. And, working on other three factors of organization performance in innovation-cooperation culture and support-stability culture will raise the organization performance greater.
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