Abstract Due to the dramatically sociotechnical change plus the Asia finance crisis influence, the non-employment rate and the number of jobless labor are getting higher in Taiwan currently. This case study is an employment research of the semiconductor company M after one year of factory closing to realize the re-employment status of employees who left company M one year ago. It investigated the job finding problems of employees who left company M after factory closing. While the average age of company M's employees are 43 years old, the re-employment problems of workers would be very much similar to the placement problems of middle senior workers (defined by government as those workers with age between 45 and 65). By using questionnaire collection, this study checked the re-employment status of those who left company M one year ago. And tested the job satisfaction to those who are having jobs as well as investigated the job finding problems to those who are jobless. Also tested the awareness of public resources of job placement assistance provided by government on questionnaires. This study also discussed about the employee competence training for job change need. And examined the effectiveness of the outplacement assistance done by Human Resources department of company M one year ago in order to make a better outplacement assistance program example for any company who needs. This research also interviewed the Human Resources department heads to exchange the empirical practice viewpoint of captured subject from the industrial companies. This case study found that the non-employment rate of a senior company (employees with average age over 40) might be high above 40% after one year of factory closing. The age discrimination of recruitment is the key factor for senior worker to find a new job after factory closing. Current Labor Law and Labor Insurance regulations may have some unfavorable items, which are out of dates, to impact the job finding of senior workers. People didn't fully utilize the public resources which government put on for senior workers' job placement assistance. This study also found that the individual competence training for job change of indirect labor workers is different from direct labor workers. Indirect labor workers prefer the Business Management application training while the direct labor workers prefer the soft service business items such as Cooking or Salon Beauty skill. The tested population expect to receive the individual competence training (for job change) sponsored by both firms and government while the Human Resources department heads of firms recognize it as government's responsibility. In order to make a better mass labor transfer practice for the need of factory closing, this study made suggestions to firms, workers and government respectively: ¡E How to proceed a better outplacement assistance program for a factory which is going to discharge mass employees due to business close. ¡E How to deal with the job termination for those who work for a company going to close the business. ¡E How to support the job placement assistance for senior workers,

Through decades of development along the thriving economy, the paper mill industry in Taiwan has had substantial growth in both quality and quantity. However, the rising trend of corporate digitalization and paperless information transmission in recent years brought the paper industry a never-before-seen impact. Therefore, this research approaches the subject from the aspect of constructing a performance evaluation model for assessment of direct labor in the paper mill industry by using the Analytic Hierarchy Process (AHP), in expectation to provide a set of more subjective evaluation model to replace the objective, impression-based evaluation method traditionally used in the dominatingly small and medium enterprise centered paper mill industry. A subjective evaluation system will provide evaluated employees information on their performance and development; through such method, the company will be able to strengthen employees¡¦ core abilities and further upgrade the company¡¦s competitiveness to achieve the goal of sustainable development. Subjects of this research are 108 member companies of the Taiwan Paper Mill Industry Association. The survey study were conducted in two stages: The first stage focused on significance analysis; in which indicators that do not have significance to the performance of direct labor in the paper mill industry are deleted. The second stage interviewed 52 companies that are currently implementing performance evaluation systems. The screened performance evaluation indicators are then calculated by the Analytic Hierarchy Process to derive their relative importance and weight. Through analysis of the Analytic Hierarchy Process, we derived an evaluation form for assessment of direct labor in the paper mill industry. Through further study, we discovered that in the performance evaluation dimensions, the work performance dimension has the highest relative importance, professional knowledge/abilities second and personal quality last. Since the full evaluation developed in this research are statistically based, it can be not only provided as a reference for evaluation activities but also converted into an internal audit system for regular evaluation and perpetual improvement to constantly reinforce the company¡¦s competitiveness. This research was also implemented on a target case for empirical study. In which, an actual evaluation with the model developed in this study was carried out. Results of the performance evaluation were highly affirmed by the higher-level management of the experimented company. They consider that this evaluation model is highly interpretative and can be used for future performance evaluation.