The Project Performance Appraisal of Matrix organization- Case Study of a company

• Main Authors: Hsin-Yi Chen, 陳心怡
• Other Authors: Tung-chun Huang
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/74416671914619486215

碩士 === 國立中央大學 === 人力資源管理研究所碩士在職專班 === 99 === Abstract The concept of team-based work has already become widespread around the world. Hence, the team performance framework has also become paid attention in the organizations. Group performance is thought as a vital determinant and frequently used indicator of organizational outcome, so we are hard to image that which organization was not based on team performance to execute their essential competencies (Naquin & Tynan, 2003). In the business survey, we can find many companies put their most efforts on realizing team-based work and try to get maximum benefits (Roomkin, Rosen, & Dubbs, 1998). In the OEM-based high-tech industry, the corporate form their project teams by customer need, and operate their projects by outcome-oriented and flexible management. The critical key of its success was the extent of project support from other managers. This key would help project managers to develop their strength to attain organizational performance in the matrix structure. In our study, Z Company gives project managers right to execute performance appraisal while managers finished each project. This right is equivalent with department managers’. The measurement is force distribution which account for 50% of the annual performance appraisal for project members and the result is highly related with their promotion and bonus. This study conducted by the questionnaire and the interview method, and according to analytic results, we could find the following phenomenon in the Z Company after conducting project performance evaluation system: 1. The department managers’ power is weakening after members are assigned in the project team. During the project, project managers have a right to evaluate members’ work situation, including their overtime, ask to leave, travel or others. In this time department managers have limit power to involve and original organizational structure have changed. 2. The result of performance appraisal is directly reported for general manager, not through line managers’ report. The general manager could get big effect from the appraisal result by line managers and objective appraisal by cross-monitoring managers. 3. There are some transformations of responsibilities in the company. Project managers are assigned with appraisal right and asked to undertake the outcome of project. Traditional responsibilities of line managers are transformable. 4. In the company each project is evaluated by result-based. Thus, project members will lose department managers’ protection and the consequences could help company to break the departmental selfishness. 5. As mentioned earlier, by the project performance evaluation system, company can break the departmental selfishness. Each project manager is assigned by general manager and they only put their effort on project completion. In addition, while projects have the problem, general manager and customers can quickly find project managers and they would be responsible for those mistake. This study claimed that in the ODM Company, it can get better performance result by executing project management systems. This system would cause not only high employee involvement, but also effective work result. Although there are still some problem need to overcome (e.g. internal communication, members’ pressure, institution development), project management systems are proved having positive influence on company''s operating performance.