| Summary: | 碩士 === 中華大學 === 經營管理研究所 === 95 === Abstract
Chunghwu telecom co. had been reformed system from state-run company to the private companyon August 12 , 2005. Once those state-run company employees had dual identity to guarantee of civil servant and labourer,but now their HR management ,salary , bonus ,promotion,perfomance appraisals etc. still can't get rid of ' neat hair style equal ' and serve with personnal position and service seniority as reward basis , staff general performance has been neglect , narrowed for fear of the interior rule. (Organizational Justice ) with enterprise development has been influenced with this invisable yoke.
In order to meet telecommunication service liberalization and challenge after privatization, this company realizes the necessity of transformed actively , and implement every improvement progressively , including Manpower Planning of first class unit in evey organization, standardized personnal daily workloading and performance appraisals machanism to weigh the performance of every organization of the company after privatization objectively. Only this comprehensive service of telecommunication is not a general production line unsuitable for single standard. There are a lot of different working types of this department,it is more complicatedness, diversification especially in nearing the network unit of customer end . This research wants to design and set a performance appraisal system to assess of the performance with attribute personnel for this department by organizing the fair just view, in order to get maximum profit among organization , the staff , customer , and shareholder ,etc..
In this research through interviewing expert and apply to AHP, regard executive , expert , and senior operator of chunghwu telecom network center as the research object. The major Contributtion of this studying is building the performance appraisal standards which includes "perfessional items", "common items", "behavioural norm" three perspacetive and the relative examination weights of 11 subordinate criterions such as Working quality , working efficiency, labourer's safe and hygiene, staff training rate, business marketing, rewards and punishments records , attendance, innovation ability , approving company's idea , treaturing and safeguarding the assets , group's understanding and cooperation ,etc.. The researcher also combines graphic rating scale and behaviorally anchored rating scales and hived off the staffs in different working attribute by open, democratic way to set up an objective performance appraisal model.
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