合併企業以發展導向績效管理制度促進組織變革之方法 ~以A公司為例

Abstract

本研究以台灣IC設計產業二家合併企業為對象，進行組織整合過程研究紀錄與分析。研究設計將Lewin行動研究法運用於合併企業整合過程，整理出適用於個案企業之整併作業的行動步驟，並以績效考核管理為此個案執行組織整合之核心作業，以達成組織變革之目標。研究結果如下： 一、變革應首先凝聚經營管理層對組織變革急迫性與必要性的共識，並進行公司營運目標的討論，鼓勵接受創造性解決方案，創造新願景，並擴大溝通至所有併購對象，此作業有助於變革推動。 二、在二個企業合併後，不同團體間若能設計產生可控制的競爭關係，則可藉以推動組織變革。 三、績效考核管理作業可用來重新訂定個人工作目標，有效運用此工具可成為推動變革的核心作業。 四、Lewin的行動研究法再加入「解凍」步驟有助於併購團隊破冰，進行變革方案推動，迅速達到整合效果。 五、運用績效考核作業是可以達成推動組織變革目標的，更可進一步說：「要因應組織設計發展導向績效考核制度，活化團隊成員接受創新的觀念，並關注公司營運目標，進而促進組織變革」。績效考核不僅是衡量績效結果後結案，更要在協助組織達成營運目標作業上成為驅動力。

This study is based on the two integrated enterprises in Taiwan's IC design industry, and conducts research records and analysis of organizational integration process. The research design uses Lewin's action research method to merge the enterprise integration process, organize the action steps applicable to the case-by-case enterprise's consolidation operations, and perform the core operations of organizational integration for this case with performance appraisal to achieve the goal of organizational change. The research results are as follows: 1.The change should first converge the management's consensus on the urgency and necessity of organizational change, This assignment helps change. 2.Performance appraisal management operations can be used to re-target individual work goals, and effective use of this tool can be a core exercise driving change. 3.Lewin's action research method will help the M&A team for the ice breaking, and quickly achieve the integration goal. 4.'According to the organization design development-oriented performance appraisal system, the revitalization of team members to accept the concept of innovation, and focus on the company's operational objectives, and thus promote organizational change.' Performance appraisal is not only a score, but also becoming a driving force in assisting the organization to achieve operational goals.