Implementing information system within an enterprise is supposed to integrate the business vision and goal sufficiently. Failing to do so shall waste a lot of information system resources. In this study, we utilize an Architectural Integrated Business Process (AIBP) approach that makes use of software architecture on both business process and information system. This approach refers business process when doing analysis and design of information system. AIBP approach is likely favored by corporate executives, thenceforth help gain the most profit for the information system within an enterprise. AIBP approach uses software architecture to describe business process, and information system as well. There are two major factors in software architecture. The first one is the structure and the second one is the behavior. Structure is used to describe the elements of a system, while behavior is used to describe the interaction among those elements. Both structure and behavior will be formed in the same hierarchy, also called the architecture hierarchy. Once an architectural integrated business process is specified, the following implementation of information system becomes an easy task. The architecture hierarchy will guide the decomposition of information system correctly. AIBP also offers great amount of knowledge on the development of software components.

There are a lot of complicated factors affecting the success of an Enterprise Resources Planning (ERP) project. These factors can be divided into controllable and uncontrollable ones. For instance, the schedule management, the allocating resources and the method of implementation are controllable. Once the ERP system and vendor are decided and unchangeable, the ERP itself will become the uncontrollable factor. Unless we abandon the ERP project and restart it again, otherwise the project must proceed and go on continuously. If ERP system is suitable for the enterprise, the degree of customization can be reduced. However the customization is the most significant factor that delays implementation schedule and increase more cost than budget. If the functions of ERP system do not fit the requirements of an enterprise it will cause the extreme large degree of customization. To select an adequate ERP system fit for company¡¦s functions is the first step towards the success of ERP project, and further improve the performances of enterprise with ERP system. The most important key is to choose an industry-specified ERP system and to implement it actively, but little research focuses on it. This study emphasizes the concept of an industry-specified ERP system, using flat steel industry as the research object and considering the process of implementation of ERP system. We take account of the major dimensions and critical modules of ERP system during the selection period. This paper expects to provide flat steel industry an objective method for selection of critical functions and needed modules. It can help flat steel industry choose the most applicable ERP system effectively, and increase the probability to implement ERP successfully. Finally, some suggestions were provided for ERP system vendors to consider the requirements of different types of industries, especially the flat steel industry.

Paper industry in Taiwan is mainly focused on domestic demand. Its production and sales not only are related to economic growth but also serve as an index of a nation¡¦s economic situation. Due to the business model of this industry, production line workers compose the majority of employees of the enterprise. So production supervisors play a very important role in the effectiveness of first-line worker management and improvement of operation procedures. Therefore, production supervisors in Taiwan paper industry are focused as the subject of this research. The purpose of this study is to propose, by applying Analytic Hierarchy Process (AHP), an approach to construct Performance Evaluation Indicators and weights. Specific suggestions for the construction and modification of Performance Appraisal system for paper industry in Taiwan will also be made. The research method includes literature review and references made to industrial practice, by which performance appraisal criteria for production supervisors were drafted. Further, expert survey on the evaluation system in use was carried out among members of Taiwan Paper Industry Association. Based on the data gathered from the questionnaire survey, analysis of importance and the AHP approach were applied to construct the structure and weights of the Performance Appraisal Criteria for production supervisors. Also, validation was made in a manufacture of the paper industry. Empirical examination supports the practicality and fitness of the structure of this Performance Evaluation System. Finally, analysis results were concluded into suggestions for administrative practice and future studies. Findings of this research are as follows: I. Performance Appraisal Criteria and weights The Performance Appraisal Criteria includes the following three constructs: 1. Work achievement (Weight : 0.4092) ; 2. Professional capacity (Weight : 0.3383); 3. Work behavior and attitude (Weight : 0.2525). II. Secondary Performance Appraisal Criteria and weights 1. ¡§Work achievement¡¨ construct includes the following 6 items: (1) Occupational safety (Weight: 0.1598); (2) Product quality (Weight: 0.0739); (3) Cost control (Weight: 0.0536); (4) Discipline (Weight: 0.0409); (5) Production capacity (Weight: 0.0408); (6) Equipment utilization efficiency (Weight: 0.0400). ¡@2. ¡§Professional capacity¡¨ construct includes 6 items: (1) Executive skills (Weight : 0.0549); (2) Leadership (Weight : 0.0512); (3) Resourcefulness (Weight : 0.0423); (4) Professional knowledge and skills (Weight : 0.0404); (5) Interpersonal relationship skills (Weight : 0.0323); (6) Strategy-making (Weight : 0.0314). ¡@3. ¡§Work behavior and attitude¡¨ construct has 7 sub-items: (1) Teamwork and cooperation (Weight 0.0676); (2) Integrity (Weight 0.0577); (3) Responsibility (Weight 0.0545); (4) Proactivity (Weight 0.0439); (5) Cost-consciousness (Weight 0.0434); (6) Professional attitude (Weight 0.0403); (7) Self-control (Weight 0.0309).

If ¡§People¡¨ are the most important source of an enterprise, undoubtedly, the most important asset of hotel industry is its working staffs. The measurement of asset requires a perfect internal management system to operate it normally, in which an important management tool is to apply the system of performance management, which could introduce the operation of performance appraisal correctly and effectively, and to develop HR asset of hotel industry higher and have more competition value. This research starts from the discussion of literature theory and the expert interview of hotel industry, and then uses Analytic Hierarchy Process (AHP) to design questionnaire and makes questionnaire survey. It is expected to extract the important perspectives of performance appraisal of room attendant in hotel from the investigated statistic data, and then develop standards for performance appraisal. Finally is to collect performance appraisal indicator of hotel room attendant and the weight of each indicator, and propose to hotel industry as reference. This research established the framework and weight of performance appraisal indicator of room attendant in hotel industry, and discovered that the priorities of the second hierarchy level indicator of the performance appraisal of room attendant in hotel industry in turns are work result, behavior feature and personal feature; in which the work result almost made up half of the total weight. Therefore, it could be seen that work result is the most important one in the performance appraisal of room attendant in hotel industry; in particular, for the service oriented hotel industry, the work result presented by staffs is the critical factor to evaluate whether the working staffs offer the service quality comply with the requirements of the company or not.

A Study on Applying Analytic Hierarchy Process to Technician Performance Evaluation for the Paper Industry Abstract The papermaking business is one of the primary industries closely associated with people¡¦s livelihood. Its growth that shows a positive relationship with both Gross National Product and the education index serves as a major indicator of the economic progress and cultural level of a nation. For decades, with domestic economic growth and increment of national income, prosperity has been brought to the Taiwan Paper Industry. However, under the great impact from the society in recent years, enterprises with inappropriate business management and inferior performance may be struggling for survival, or even have been eliminated. In face of such challenges, to work out an approach to exert the maximum effect of human resources by employing an effective system for performance management to further enhance the competence of the organization has become an urgent issue for enterprise managers and human resource management professionals. Due to the skill-intensive feature of the paper industry, the performance evaluations of technicians who play a decisive role in the organizations are obviously significant. Analytic Hierarchy Process is adopted in this study in an attempt to discuss the critical elements of the technician performance evaluation for the paper industry and construct a hierarchical appraisal system, expecting to provide managers of the paper industry with an appropriate evaluation method to facilitate performance management. The achievements attained in this study are as follows: 1. Discussions on the present conditions of the performance evaluation for the paper industry. 2. Construction of the hierarchical appraisal system for technician performance evaluation. 3. The relative weights of the performance evaluation indicators with Analytic Hierarchy Process are applied. 4. The substance and significance of the performance evaluation indicators and relative weights. (1) Work achievement is a key factor to determine the quality of a technician. (2) Loyalty to the organization has received much attention, which facilitates innovation and improvement for the minorities. (3) Active professionals will be favored and valued. 5. Empirical applications. Three suggestions are proposed for the enterprises: (1) Constitute items and contents of the performance evaluation. (2) Integrate the performance evaluation into Human Resource Management. (3) Combine with the Human Resource Information System (HRIS).

To assist hotel manager better human-resources practices implement and enhance organization performance, the purpose of this study is to identify the key factors of performance appraisal for restaurant employee in the hotel industry. Starting from reviewing related references and interviewing industry experts to collect information both in theory & actual practice, an indicators list has developed in consensus as result of the first phase. Main factors and sub-factors have identified through AHP process and the weightings as well. Analysis is based on expert questionnaire, which 100 delivered to managers or supervisors of restaurant in hotel, and 26 are valid. The conclusions of the study are listed as below, 1. Established indicators list by reviewing related references, theories and experts interview which consisting 21 key indicators as most suitable indicators for restaurant employee in hotel industry. 2. Personal characteristic indicator is the main factor of performance appraisal in hotel industry identified by the study, followed are result oriented factor and behavioral factor. 3. Established assessment weighting system for the main and sub-indicators by using AHP. 4. Developed a new performance appraisal form for hotel management as a reference, which each indicator consist different weighting of assessment.

The hospitality industry is a service industry of multiple arts. Despite the various scales of hotels, they all aim at the same goal ¡V to provide various services to satisfy the demands of the public in the aspects of food, clothing, shelter, transportation, and entertainment. ¡§Human¡¨ is the most important resource of the hospitality industry, and the master of utilizing and manipulating other resources in this industry. But in practice, the performance of ¡§human¡¨ is volatile and unstable, so it is hard for managers to persistently maintain the service standard for a long term. In other words, in the service industries such as hotels, the improvement of service quality hinges on the management of employees¡¦ behaviors before they interact with clients. Thus, if performance management can be properly implemented, the employees can understand the correct service indices and provide satisfactory services to the clients. However, whether an enterprise has reasonable performance management indices and systems, the evaluation result and effectiveness are closely correlated. Therefore, this study aimed to provide a reference standard that the hospitality industry could use to evaluate their reception clerks and the clerks could use the evaluation model as a goal they work for, in hope of enhancing the competitiveness of the both parties. In the procedure of the research, the first stage was based on literature reviews to organize and analyze the performance indices for evaluating reception clerks in the hospitality industry. In the second stage, an interview with professional managers of the industry was conducted to verify the indices and hierarchy levels. At last, Analytic Hierarchy Process (AHP) was applied to derive the weight of indices for evaluating the reception clerks and establish a performance evaluation model for reception clerks in the hospitality industry. In terms of the derived weights, among the 3 constructs, ¡§work achievement¡¨ had the highest weight ratio, taking up as high as 42%. As a result, the property of a hotel reception clerk¡¦s work heavily relied on work achievement. According to the service characteristics of the hospitality industry, as the reception clerks were the most front personnel to contact and serve clients, their service quality, professional ability, problem-solving ability, and etc. would be promptly presented to the clients and represent the company in clients¡¦ first impression. So they were of high importance. This study also verified the application of the study results to the practice. Thus, in addition to building a ¡§Reception Clerk Performance Evaluation Scale¡¨ with derived indices and weights, the researcher also sought the assistance of managers of a hotel to conduct the empirical study. The results also showed that the study was in accordance with the current situation and could be practically applied to the industry. And in the survey, it was found that performance evaluation systems were not prevalent among the surveyed hotels. Less than 30% of the hotels implemented the evaluation system. Thus, if performance appraisal operations could be effectively implemented in the industry to reinforce management and motivate employees, it was believed that the overall business performance could be enhanced and the competitiveness of the industry could be strengthened too.

The purpose of this study is using Analytic Hierarchy Process (AHP) to inspect the evaluative criteria of performance and weighted model that are suit for nurse anesthetists. AHP not only can provide the supervisor a more effective, justifiable, and objective method in evaluation but also can indicate the personal achievement and development to nurse anesthetists themselves. To reinforce the employees¡¦ core abilities and assist the management of organization, AHP is anticipated to substitute for the traditional subjective impression-based evaluative method. The research method includes consulting the references and industrial practices, by which performance appraisal criteria for nurse anesthetists were drafted. Furthermore, expert survey on the evaluation system in use was carried out among managers of the department of anesthesiology of 17 medical centers. Based on the data gathered from the questionnaire survey, analysis of importance and the AHP approach were applied to construct the structure and weights of the Performance Appraisal Criteria for nurse anesthetists. Also, verification was made in the department of anesthesiology of a chosen medical center. The result of empirical examination supports the practicality and fitness of the structure of this Performance Evaluation System. Findings of this research are as follows: I. Performance Appraisal constructs and weights The Performance Appraisal Criteria includes the following three constructs: 1. Work achievement (Weight: 0.352) ; 2. Professional capacity and character (Weight: 0.246); 3. Work behavior and attitude (Weight: 0.402). II. Performance Appraisal Criteria and weights 1. ¡§Work achievement¡¨ construct includes the following seven items: (1) Crisis management (Weight: 0.085); (2) Particular contribution (Weight: 0.018); (3) Time arrangement (Weight: 0.0402); (4) Work efficiency (Weight: 0.056); (5) Maintenance of equipment (Weight: 0.046); (6) Cost control (Weight: 0.035);¡]7¡^Work quality (Weight: 0.069) 2. ¡§Professional capacity and character¡¨ construct includes five items: (1) Professional knowledge and skills (Weight: 0.029); (2) Executive skills (Weight: 0.043); (3) Responsive ability (Weight: 0.082); (4) Judgment (Weight: 0.064); (5) Confidence (Weight: 0.028). 3. ¡§Work behavior and attitude¡¨ construct has seven items: (1) Responsibility (Weight 0.061); (2) Devotion (Weight 0.047); (3) Teamwork and cooperation (Weight 0.042); (4) Attendance and Diligence (Weight 0.025); (5) Proactively (Weight 0.072); (6) Co-operation (Weight 0.084); (7) Pressure management (Weight 0.070).

¡§Research and Development¡¨ possess three major characteristics: (1) Lots of uncertainty will be encountered during the process of R&D; (2) Required for a certain of expenses and manpower; (3) Long pay back time; Therefore, the decision-making of R&D could be very complicated with far-reaching influence. Nevertheless, once the decision maker made an incorrect decision, it may cause lots of consequences that can't be remedied. For this reason, the key subject of this paper is to construct a decision-making model to help the decision maker to make RD decisions. While making the decisions of RD projects, its decision making environment is often: (1) subjective (2) quantized (3) group participated , or (4) uncertain, Therefore, this paper use T.L.SAATY¡¦s AHP-ANALYTIC HIERARCHY PROCESS to build a decision-making model for the equipment R&D project. The DM model use L- Company¡¦s ¡§R&D Planning Project¡¨ as an example. Analysis of characteristic and construction of Hierarchies Structure will be carried out to determine evaluating items of each hierachy and the relation of each hierachy. Moreover, the analysis will be correctly in accordance with AHP¡¦s evaluation scaling to make the Pair wise Comparison and get the maximum eigenvalue and eigenvector, to achieve the priority for decision making of L- Company¡¦s ¡§Equipment R&D Project¡¨, In the end, an AHP evaluation model was build to reinforce the quality and efficiency of decision making for Equipment RD and it¡¦s another field of AHP application.

In the new era of information technology, teachers will have to keep learning in order to offer students with proper directions. However; the traditional teacher professional training modes still have a lot of problems, so the teachers¡¦ aspiration in pursuing further professional development is not high. Teacher¡¦s training through the Internet using digital school therefore becomes one of the possible solutions to solve this problem. The management model of digital school is different than the traditional physical school; it will be difficult to run the school continuously if key factors are not operated and managed well. The Kaohsiung city K12 digital school is founded in 2001 by Prof. Nian-Shing Chen. It has already opening teachers¡¦ training courses for 10 semesters, and its excellent achievement has obtained an honor of wining the third place for the competition held by the Executive Yuan in Taiwan in 2002. It certainly exhibited its excellent model in implementation and operation. Therefore; exploring the critical success factors of K12 digital school will be able to advance its strengths to the digital school operators, for helping them to operate the digital school continuously and extend to the other cities and counties around Taiwan. All the teachers from the elementary and secondary schools will be able to have a more innovated and convenient digital learning environment. This study adopted Analytic Hierarchy Process for the research of critical success factors for K12 digital school, and the result showed that course content is the critical success factor. The most important elements are encouraging interactive course design, and the requirements of the course content that fits the students. We hereby recommend the operators of K12 digital schools to acquire the requirements of the teachers in advance before planning the courses, and offering the courses that will be useful for them. While designing the courses, the schools also need to consider enhancing the interactive and corporative learning activities. We also suggest the K12 digital schools to gain the supports of principles and government administrative chiefs. The positive reward system will be one of the attractions to encourage teachers to attend the training courses in K12 digital schools. The selection of the courses and the training of the teaching team are also the key factors to the success of running K12 digital schools.