| Summary: | 碩士 === 逢甲大學 === 經營管理碩士在職專班 === 103 === Performance assessment is a critical issue in human resource man-agement. The adoption of a fit model of performance assessment in a company matters for management of salary and compensation, recruit-ment and promotion, and award and penalty. For a firm at an expanded growth stage, performance assessment can assist to improve performances, to conduct training programs, and to enhance career development. On the other hand, for a firm at a mature stability stage, the main purposes of performance assessment turn to focus on strategic planning and imple-mentation, rationalization of institutions, motivations on further innova-tions, and sustaining competitiveness. The adoption of a fit model of per-formance assessment must consider both accuracy and fairness in caution. Any inaccuracy or unfairness might cause problematic critiques raised by employees, and could generate employee dissatisfactions, which would further discourage motivations and then influence a firm’s overall per-formance in a negative direction.
This study takes a case-study approach of a valve manufacturing factory in Taiwan. The unit of analysis is at a supervisory employee level and the relationship with the next-level subordinates. The methodology is Analytic Hierarchy Process（AHP）in order to incorporate multiple goals of strategic decisions based on performance assessment. The analysis of AHP is able to create mutual understanding and adaptations between jobs done by employees and expectations set by the firm. By doing so, it is a positive iterative process to enhance job performance of employees and competitiveness of firm profitability.
The current case adopts a rating and forced distribution method for performance assessment. There are six major advantages of this method. First, a clear standard assesses some major achievements of critical events. Second， an accurate quantitative measure is developed by some em-ployees with high level of job familiarity and of job achievement mile-stones. Third, the independent dimensions with multiple measurable con-structs can make fairly assessment. Fourth, quick feedback mechanism can provide timely advices to a specific assessed employee on a specific important event. Fifth, the consistent reliability is scientific to various as-sessments without personal biases. Finally, the ratio-based assessment can minimize personal tendency on all-good or all-bad scenarios. The AHP, then, weighs indexes with various levels of importance in order to fit the company need for adjustment of the conventional system of performance assessment.
Keywords: rating, forced distribution method, Performance Assess ment, Analytic Hierarchy Process
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