服務業人力資源發展部門教育訓練績效評鑑指標建構之研究-以人力資源計分卡為基礎

Abstract

許多優秀企業都運用訓練與發展，來使組織更具生產力，因為訓練與發展，是協助公司改善生產缺失的重要工具。許多優秀企業一致認為，訓練與發展是達成公司策略經營及作業目標的不二法門。雖然企業都知道訓練對組織的重要性，但是，大部分的企業並無法做到衡量訓練為企業帶來的實質效益。由此可知，教育訓練之績效評鑑日益重要，其將影響整體教育訓練的成敗。 本研究以國內服務業為研究對象，以文獻探討及問卷調查為主要的研究方法，透過國內外文獻整理後，篩選並發展符合國內服務業人力資源發展部門績效評鑑所適用之指標，並藉以提供企業人力資源發展部門績效評鑑之參考依據。 本研究之研究結論如下：(1) 人力資源發展部門績效評鑑指標，「財務構面」計發展出三大次構面十項指標。 (2) 人力資源發展部門績效評鑑指標，「顧客構面」計發展出三大次構面十項指標。(3) 人力資源發展部門績效評鑑指標，「內部流程構面」計發展出兩大次構面十項指標。(4) 人力資源發展部門績效評鑑指標，「學習與成長構面」計發展出兩大次構面十項指標。(5) 人力資源發展部門績效評鑑指標，四構面中以「顧客構面」之整體重要程度為最高，其次為「學習與成長構面」。(6) 本研究依照重要程度，所篩選出之四十項績效評鑑指標，有八項為非常重要之指標，其他三十二項為重要之指標。(7) 不同之性別、年齡、學歷、服務年資，以及服務類型之人力資源發展部門專業人員，對於績效評鑑指標重要程度之看法相當一致，僅有少數項目存有差異。Many excellent enterprises utilize workforce training and development to create more productivity, as training and development functions as essential tools for enterprises to improve production errors. These enterprises all agreed that training and development is the only method to achieve corporate strategic management and operating goals. Though the enterprises understand the importance of training for their organizations, most enterprises are unable to evaluate the actual effectiveness of the training programs for the enterprises. Therefore, the importance of training performance evaluation has gradually become relevantly important, and it might influence the success of the training implementation as well. The target population for this study will be service industry in Taiwan and the applied methodology will be literature review and questionnaires. After analyzing the acquired papers, key indicators that are suitable for the human resource development divisions in Taiwanese service industry will be selected and developed. It is hoped that this study will provide some references for the performance evaluation of the corporate human resource development divisions. What follows wrere the conclusion of this study：(1) in the performance evaluation indicators for the human resource development divisions, 3 sub-categories and 10 indicators were developed in the “finance” dimension ; (2) in the performance evaluation indicators for the human resource development divisions, 3 sub-categories and 10 indicators were developed in the “customer” dimension; (3) in the performance evaluation indicators for the human resource development divisions,2 sub-categories and 10 indicators were developed in the “internal business process” dimension; (4) in the performance evaluation indicators for the human resource development divisions, 2 sub-categories and 10 indicators were developed in the “learning and growth” dimension ; (5) Among the four indicators listed above, “customer” had the highest degree of the holistic importance and was followed by “learning and growth” factor; (6) among the 40 performance evaluation indicators selected in this study, 8 of those are key indicators and the other 32 were subordinates; (7) regardless of the difference in gender, age, seniority and types of provided services, these professionals in the human resource development divisions had similar comments on the importance of the performance evaluation indicators. Divergence only existed within very few items.