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.

The current of private participation in the public infrastructure buildings is dramatically spreading in Taiwan. Neoliberalism promotes development of privatization, and it is thought that privatization can release the financial, technical, and manpower burden of government. But it also seems to have the rational explanation that government avoids their responsibility. Pubic-Private Partnership does not simply transfer responsibility, it transfers the role and function between pubic and private sectors. As the Act for promotion of Private Participation in Infrastructure Projects (Act of public-private partnership) is carried out to establish the role of public and private sector in public-private partnership program. This study uses Fuzzy Analytic Hierarchy Process to establish risk management in public-private partnerships. The inaccuracy questions are judged by attending quantification weights of principles. The conclusion for suggests to Public Construction Commission, Executive Yuan will amending Act of public-private partnerships. Keyword: Public-Private partnerships, Neoliberalism, Fuzzy Analytical- Hierarchy Process, Risk Management

In the book of ¡§The Practice of Management.¡¨ Peter Drucker (1989), one of the most famous masters of management field, noted that being the only dynamic element of the company, the quality and performance of managers determine the fate of the company. Indeed, as the world changes getting faster and faster, the role manger played is becoming more and more important. In order to advance the competency managers need, enterprises worldwide are putting more and more effort to develop all kinds of competency assessment models that they can use as the base to make decision about managerial competency activities. Limited by the skill or ability of assessor, the traditional general assessment was unable to make fare judgments and the effect is hard to see. On the other hand, because the Assessment Center often takes longer time and more money to implement, it also limits the number of people to be assessed. Therefore, by using the AHP method of Multi-Criteria Evaluation to construct a new managerial competency assessment model, the assessor would be able to obtain the information needed to assist the relative managerial competency activities with a more systematic ways and fewer steps than before. The study adopted Borda Function and AHP method conduct a further survey and analysis with the semi-conductor industries. The findings are list as bellows: 1. Constructing the managerial competency assessment weighting system, is consisted of 8 main indicators and 39 sub-indicators, which shows a correct direction to conduct activities 2. Meaning on the scale of weighting indicators, indicates the relative degree of importance between indicators, which can show the key points to accelerate the effects of relative activities. 3. The AHP Management Competency Assessment Model is developed from the mathematics which can reflect the impact on decision making, caused by fuzzy situations and which can provide valuable information about the assessment management of management competency. 4. An empirical study was conducted to examine this model. The target of this empirical study is one electronics company. Top executives of the company heavily recognize this analytical result of the main evaluative indicator and sub-indicator. They consider this research¡¦s model having highly explanative capacity and can be reference of future managerial related activities. Keyword: Management Competency, Fuzzy Theory, Fuzzy Analytic Hierarchy Process (FAHP).

The research desires to evaluate the resources allocation of the educational priority area project in Taiwan. The methods of the research are interview of experts and analytic hierarchy process (AHP). The results are: 1. the experts all recognize that educational priority area project is very important for our primary education in our country; 2. the experts think the indicators weight of the educational priority area project should differentiate between all indicators and each indicator would has its own weight. 3. By using AHP, we get the weights and orders of the indicators which used in the educational priority areas project in practice: i. Improvement to the school with more students of the aboriginal and low-income households; ii. Improvement to the school at the remote districts; iii. Improvement to the school with more students of the single parent family or grandparents-bleeding family; iv. Improvement to the school with more students of the discontinue schooling or need of more guidance and assistance; v. Improvement to the school with loss of the school-age students.

Abstract Low wage is seemed to be the powerful weapon of the firms in China and Southeast Asia. Many traditional and high-tech firms started to build the manufacturing base in those places. The condition causes the gap in our industry structure. In order to improve the industry level and national competitiveness of Taiwan, information service industry, which has the features both from high-tech and service industry, plays an important role during the process. Location expresses the spatial distribution and accumulative behavior of the firms. Lack of researches about the location choice behaviors of information service industry is the reason why I choose the topic. Analytic Hierarchy Process (AHP), which has the characteristic with multi-criteria, indefinite, group decision-making, qualitative, is the method what I use in this research. Analyzing the questionnaire, the sequence from high to low of the priorities of the locational choice factors is: market factors, industrial relevance factors, policy factors, environment factors and cost factors. The results what we found in the research are listed below: 1.Comparing with traditional manufacturing industry, cost factor is not as important as before for information service industry. 2.Why information service industry firms think highly of industrial relevance factors and policy factors is inherited from the high-tech industry. 3.Why information service industry firms think highly of market factors is inherited from the service industry. 4.The result, which makes us surprised very much, is that information service industry does not emphasize the agglomeration effect of the firms. It maybe means that the need of building a science park may not be caused by the benefit of agglomeration.

After decades of development, Taiwan¡¦s IC industry has become the world¡¦s third largest manufacturing center, and claimed the positions of the world¡¦s first largest IC foundry industry, second largest packaging industry, as well as second largest IC design industry. For an industry to be successful, in addition to the provision of various niches and resources from private businesses, it requires the coordination of industrial policy-making, peripheral conditions, and infrastructures. Therefore, to enhance current competitive advantages and facilitate industrial transformation for greater competitiveness, the government needs to make effective industrial policy to promote competitive environment. For this reason, this study intends to investigate the current competitive environment of IC industry, how the government responds in terms of stipulating rules and regulations, and what the primary concerns of policy adoption are. It is clear that aside from an effort by businesses, the assistance from government is pivotal to industrial development as well. This study is an attempt to first, collect literature related to industrial analysis and policy; secondly, to analyze the competitive environment of IC industry and thereby find out the relevant policies that influence the managerial effectiveness of Taiwan¡¦s IC industry; and lastly, to survey IC companies and experts on IC industry by utilizing a questionnaire designed based on Fuzzy Analytic Hierarchy Process. After prioritizing the concrete measures for a variety of dimensions of IC industrial policies based on the survey results, the researcher proposes top ten most emphasized including: the assistance in introduction of techniques, the training of technological talented, the aid in the development of SOC technique, the subsidy in R&D of innovative techniques, the accelerated depreciation on R&D equipments, the implementation of three-links, the tariff exemption for importing R&D equipments, the enhancement of National Defense Substitute Servicemen (NDSS), the training of marketing talented, and the enactment of patent rules. Accordingly, this study concluded by providing suggestions for government, IC industry, and future research.

Toady, the rapid changes in business environment of shortened product life cycles and advanced technology, drew the attention upon research and development¡¦s (R&D) contribution to competitive advantage. As a result, valuing the performance of R&D has become exceedingly important. This study established a general framework of R&D performance measurements by reviewing and organizing literatures and researches on R&D performance, along with giving an insight on what are the most valued measurements with applying the Analytic Hierarchy Process (AHP) method. The questionnaire which developed from AHP was filled by senior managers of R&D. Valuing from industry and R&D function perspective, we had the results of four similar core R&D performance measurements of Customer Satisfaction, Technology commercialized, Market Share, and Technical achievement. However, the individual ranking from these perspectives, are quite different. In the sense of high-technology and traditional industry, having the same top five measurements of Customer Satisfaction, Market Share, Technical achievement, Technology commercialized, and Profitability, the ranking for each industry is differ. As for new product development (NPD) and process improving function, having the same four out of five core R&D performance measurements of Customer Satisfaction, Market Share, Access to New Market, and Technology commercialized, the ranking for each function is differ. The results for priorities and weights of each R&D performance measurements, are not only giving an insight on the most preferred measurements, but also when coming for measuring performance, the weights upon the measurements should be considered for more accuracy in performance evaluation. Also the indifference of core measurements for differ industries or R&D functions, which indicates when establishing performance measurement in practice, there can be same measurements; however there should be different ways upon valuing, since the priority for them are different.