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1、阿里巧巧 ,績效分析的定義與範圍,界定組織績效要件與組織目標和能量相較的一個歷程 強調期望的績效情況，真正的績效情況，以及期望與現實之間的差距。 強調影響組織理想狀態的方向（directions） 例如：願景vision、任務mission、價值values、目標goals、策略strategies 強調影響組織真正狀態的內外驅動力(drivers)， 例如：組織organization、競爭competition、工作work、員工performer,阿里巧巧 ,績效分析的目的,界定並評量介於理想與真實績效之間的差距，以便改進組織，流程與員工的績效。,阿里巧巧 ,績效分析的技巧,現有資料的分
2、析 extant data analysis 需求分析 needs assessment 知識任務分析 knowledge task analysis Invisible part of performance 步驟任務分析 procedural task analysis Visible details of optimal performance 系統任務分析 system task analysis See p. 24,阿里巧巧 ,績效需求與績效層級關係圖,定義產品標準，此標準需反應客戶對產品的需求與期待,包括：quality, amount, timeline, and cost,指組
3、織,流程or職務的結構（structure）的設計可幫助有效率的達成目標,確定目標是組織目前追求的，且被實際實踐中,See p.23,績效需求,阿里巧巧 ,績效分析技巧與分析目的關係圖,See p.25,阿里巧巧 ,分析技巧、目的與工具關係圖,分析技巧,分析工具,阿里巧巧 ,組織分析 Organizational Analysis,組織分析的目的: seek directions尋找組織方向 Component of The HPT Model Vision願景 Mission任務 Values價值 Goals目標 Strategies策略,範例 Dupont (vision, values,
4、 goals, strategies) IBM (mission, values) 瀚宇彩晶 (mission, values, objectives, strategies) BenQ (vision, goals, values, strategies) 康軒文教（vision, mission, goals, strategies） Acer（vision, mission, values, goals, strategies）,阿里巧巧 ,組織分析 Organizational Analysis,困難 Leaders feel no needs to define their visi
5、on or values Different interpretations of words (ex. Vision, mission, goals) 但最重要：需知道 End state Activities/strategies to get there Reasons to make the trip Exercise page 30,阿里巧巧 ,Grant and Moseley Customer-Focused Performance Analysis Model,外部的需求,內部的目標,內部的現況,可能差距,案例分析 28 頁,阿里巧巧 ,課堂小活動,請上網選定一家公司（國內外均
6、可） 回答下列問題： 組織名稱為何？是否清楚定義？ Vision願景為何？是否清楚定義？ Mission任務為何？是否清楚定義？ Values價值為何？是否清楚定義？ Goals目標為何？是否清楚定義？ Strategies策略為何？是否支援組織達成其願景、任務、或目標？或是否與願景、任務、價值觀或目標一致？,阿里巧巧 ,環境分析 environmental analysis,定義：a process used to identify and prioritize the realities that support actual performance 瞭解並排序現實中支援績效行為的因素 範
7、圍：環境支援可來自：work, organization, competitive environment. 目的：see how these influences performance瞭解這些環境因素如何中影響績效行為,阿里巧巧 ,Rothwells Environment of Human Performance,worker,work,Work Environment,Organization Environment,阿里巧巧 ,Environmental Analysis Component of the HPT Model,Organization Environment (ext
8、ernal performance support) Stakeholders Competition Work Environment (internal performances support, what happen within the organization) Resources and tools Policies and recruitment、hiring、feedback、consequences Work (job design and performance support, on a process level) Work flow Responsibilities
9、 Procedures Ergonomics Worker (individual performance support, what happen w/ the worker) Knowledge Motivation Capacity or ability Skill Expectations,阿里巧巧 ,What is happening?,阿里巧巧 ,What is happening?,阿里巧巧 ,What is happening?,阿里巧巧 ,What is happening?,案例分析 35 頁,阿里巧巧 ,差距分析 Gap Analysis,目的：identify the
10、type of performance improvement opportunity that exists, and pave the way for cause analysis and intervention selection and design. 與needs assessment相似,點不同: Needs assessment focuses on knowledge, skills, attitude; Performance gap analysis focuses on any deficiency affecting human performance Needs a
11、ssessment focuses on past and present; Performance gap analysis also focuses on the future.,阿里巧巧 ,Gap Analysis Component of The HPT Model,阿里巧巧 ,Kaufmans Definition of Need,阿里巧巧 ,Rothwill的 Six Cell Gap Analysis,Present Gaps,(Current state of performance),Future Gaps,(When to expect if trends continue
12、),Positive Gaps,Neutral Gaps,Negative Gaps,Performance,Enhancement,Opportunities,6 potential gap in performance,阿里巧巧 ,Steps for Gap Analysis,Identify the gaps present and future Positive, neutral, or negative Prioritize the gaps that are identified Analyze the causes (next chapter for cause analysis) How To Do step 1, and 2: page 39-40,案例分析 40-42 頁,
