實施目標和關鍵成果考核(OKR)與員工績效改善之關係

Abstract

隨著筆記型電腦發展趨於多元，在通訊系統從4G進展到5G的這個世代，帶有通訊4G、5G功能的筆記型電腦設計不在少數，但由於窄邊框與多天線的設計造成無線設計難度驟增，能獨當一面的無線通訊工程師在市場上炙手可熱，連帶影響到組織內部人心浮動，甚至績效評比公布後往往都有一波離職潮產生。因此，本研究目的在於探討個案企業施行目標和關鍵成果考核（OKR)之後，是否有助於員工的績效改善，並達成留才之目的。本研究以個案研究法，深入訪談個案公司的九位資深工程師，討論在執行OKR的過程之中所面臨到的困難與挑戰，以及實施OKR對個人、團隊或部門的績效是否具有直接或間接的改善。研究結果發現，在個體層面，大多數個案公司的受訪者不太了解OKR與績效考核的關聯性，但少數受訪者表示透過溝通與學習，能認知到自我能力的不足，進而調整自己的心態去尋求改變與進步；在組織層面，在執行OKR過程中主管很容易忽略對話、回饋與讚揚（CFR)的重要性，因而造成執行OKR成效不彰的狀況，畢竟OKR是一種強調持續的自我管理方法。最後依據研究結果，本研究提出對個案公司實施OKR績效評估制度的建議與改善方案，以及如何改善未來的留才計畫。

The development of laptops tends to be diversified in recent years. With the communication system progressing from 4G to 5G, certain laptops are now designed with 4G or 5G communication functions. Due to the narrowed frame and multi-antenna design, the difficulty of wireless design increased sharply, which caused the market demand on talents: wireless communication engineers who could work independently. The external talent demand affects the morale within the organizations and causes resignation waves after performance appraisal announcements. The main subject of this study is to explore how the Objective and Key Results Assessment (OKR) works after case companies practice this method and find out whether OKR helps to improve the performance of employees and achieve the purpose of retaining talents.This research is conducted with the case study method. In-depth interviews with nine senior engineers of the case company were done, focusing on the difficulties and challenges faced while implementing OKR and whether the OKR contributed directly or indirectly to the improvement of performance on individual, team, or departmental levels. The result shows that, at the individual level, respondents from most of the case companies did not know much about the correlation between OKR and performance appraisals. However, through communication and learning, a small number of respondents were able to recognize their inadequacy, then adjusted their mentality to seek change and progress. At the organizational level, it is easy for supervisors to overlook the importance of"dialogue, feedback, and praise (CFR)" in the practice of OKR, which resulted in ineffectiveness. After all, OKR is a method that emphasizes continual self-management.

In conclusion, based on the case study results, suggestions and improvement plans for the OKR implementation and practice were provided to the case company, aiming at improving the performance evaluation system, so that a good talent retaining plan could be set.