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Outsourcing is a popular name in the employ market. It is a common situation for enterprises to adopt the outsourcing system instead of hiring employees in order to achieve the goals of cost-down and elevate the competency of enterprises. Especially at the lower level technical and heavy physical- loaded industries. China Steel Corporation (CSC) has been experiencing of applying the outsourcing system on site-work over thirty years. CSC and the subcontractor are becoming a symbiosis relationship. Nevertheless, most of the documents focused on the research between the workforce flexibility and organization performance of the subcontract system, it¡¦s rare to investigate the integral job performance which are resulted from the cooperative working model in specific factory. Moreover, there are problems to be improved during the long period operation experiences under the similar symbiotic structure, such as work safety, quality, efficiency, management of manpower etc. which lead to results that are unsatisfied working performances. But there is no actual performance evaluation system to verify. This research conducts to find out the key successful factors and construct the key performance index of mechanical maintenance for job performances evaluation. It can be utilized to promote continuously for synchronizing maintenance performances of CSC and subcontractors. Eventually, enterprises¡Boutsourcing employees and subcontractors can get the best of benefits from each other. This research applies the method of Analytic Hierarchy Process (AHP) to conduct interviews from experts and questionnaires survey. It was capable to be calculated the key performance factors weight for the references of the performance evaluation standard. Furthermore, the key points of recognition of maintenance performances from supervisors were analyzed the weight differentiations of sections¡Bpositions¡Bfield experiences from the EXCEL statistic program. The final conclusions were: 1 The priority to weight Key Performance Indexes of mechanical maintenance on main hierarchy structure are management of manpower(0.346), equipment maintenance(0.27), preparation of material(0.148), working environment(0.122) , working method planning(0.113)¡C 2 The top 80 % of KPI¡¦s weight include 14 items listed as below: 2.1 promotion of reliability of equipment maintenance. 2.2 reduce the rate of resignation. 2.3 promotion of numbers of qualified for the testing of technical and operation licenses. 2.4 decreasing the waiting time of materials during the repair period. 2.5 increase periodical training hours. 2.6 elevate the level of education. 2.7 reduce accident occurring rate. 2.8 reduce the times of safety working accidents 2.9 reduce the trouble shooting time. 2.10 raise the rate of presence. 2.11 reduce the break down hours of equipments. 2.12 reduce the numbers of break down equipment. 2.13 raise amounts of equipment improvement proposals. 2.14 raise amounts of operation method improvement proposals. 3 From the individual survey analysis, it shows that there are obvious differentiation related to the management of manpower¡Bequipment maintenance¡Bworking environment. 4 Based on different sections perspectives, it shows that even though most of the sections are consistent, but having diverse recognition were found. It means that only a slice difference can be observed overall. 5 Based on different positions perspectives, it shows that different levels of authority are consistent in top two KPI indexes on main structure. the others indexes have slice differences. 6 Based on different experienced perspectives, it shows that reverse result occurred between veterans and people who are not experienced for long time of work, and the former focus on the management of manpower; the latter focus on equipment maintenance.

The civil servant are those who work for government by laws and get official salary. To improve the efficiency and honesty of the civil servant, the government should evaluate their performances and results, and conduct the following personnel affairs according to that. In order to improve the effect of the performance appraisal system, the Examination Yuan tried to revise the Law of Performance Appraisal of Civil Servant based on the modern management system. However, this caused dissenting view and objection from most of the civil servant. As a matter of fact, we already had the system of performance appraisal on officials since Tang-Yu dynasty and it kept changing and revising through dynasties. In spite the republic government closed the agelong emperor reigning system, the management of the huge bureaucrat body still inherit the way used before, not breaking down from this changing. Therefore, when the Examination Yuan, just considering the effect of performance appraisal, changed the performance appraisal system directly without thinking about the historical and cultural nature of existing way, it can¡¦t avoid the questioning and opposing from the civil servant. Therefore, this study, from the viewpoint of the historical and cultural nature, researches the sameness and differences of performance appraisal system between current and ancient times, with which it further compares the outlook and method of performance management. In the final part, it discusses the meaning of the existence of performance appraisal system of the civil servant.

Nowadays SoC involves both software and hardware designs, performance bottleneck may occur either in software/hardware or even both. But present performance monitoring tools usually evaluates one of software/hardware performance, which is not quite enough for nowadays SoC designs. Furthermore, due to increasing complexity of user requirements, embedded OS, such as Linux is introduced to manage the limited hardware resources for complicated applications. However, it also makes performance monitoring harder since the memory addressing space is divided into user space and kernel space with different capability to access system resources, which makes user space application impossible to retrieve system performance information without kernel or hardware supports. In this thesis, we propose a performance monitoring tool suite which is capable of analyzing the performance of user pace application, kernel space device driver and AMBA AHB bus for SoC running under Linux. We develop Performance Monitoring Tool Suite (PMTS) which includes: Program Monitor (PM) to monitor the execution time of software; Bus Utilization Monitor (BUM), Bus Contention Monitor (BCM) and Bus Global Monitor (BGM) to monitor the bus utilization, contentions¡Ketc. PMTS can help user to find out the performance bottleneck of both software and hardware more easily. We have applied PMTS to FPGA develop board and find out the hardware/software performance bottlenecks of the designs. From the experimental results we can know that adding PMTS won¡¦t impact the critical path of SoC.

In the knowledge economy age, the capability of a business to gain advantage depends not only on tangible assets but also on intangible assets, such as the knowledge owned by the organization. Given the importance of knowledge, knowledge management has become a very important task for business to remain competitive. Many literatures in knowledge management have emphasized the key role of knowledge creation activities and their impact on organizational performance. In particular, they have focused on the effect of creativity. In the study, we extend previous framework to add organizational learning to enhance the existing model. An empirical study was conducted to examine the extended model. Major findings include the following: (1) Socialization, combination and internalization have positive impacts on both organizational creativity and organizational learning, but externalization does not. (2) Both organizational creativity and organizational learning have positive impacts on organizational performance. (3) The explicitness of knowledge has a moderating effect on the effect of socialization and organizational learning and on the effect of externalization and organizational learning. (4) The degree of organizational knowledge has a moderating effect on the effect of internalization and organizational creativity.

Research in knowledge management has gained much attention in recent years. In the past, the process view that focuses on the creation, organization, sharing, and application of explicit and tacit knowledge has dominated knowledge management research. In this study, we propose an alternative view that examines the dynamic relationships of knowledge from an ecological perspective. The DICE model developed from relevant ecological concepts is proposed. The model consists of four major dimensions in measuring the status of organizational knowledge management: knowledge distribution, interaction, competition and evolution. These four elements interact with each other and evolve over time to form a knowledge ecology in an organization. The DICE model is supported by a qualitative case study in this research. Evidence collected through interviews in a large semi-conductor packaging company indicate the existence of these dimensions. A quantitative survey was then conducted to examine the relationships between these knowledge ecology constructs and organizational performance. The results show that different knowledge ecology do affect knowledge management performance. Therefore, the DICE model can be used to measure the knowledge ecology of an organization and managers can use the model to assess their knowledge ecology and make improvement in order to enhance organizational performance.

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).

The proverb ¡§Knowledge is power¡¨ points out the importance of knowledge. The advancement of information technology and increased competition among enterprises has pushed many researchers to study knowledge management. Most organizations understand the importance of knowledge and treat knowledge as a vital resource. However, it is not quite clear whether knowledge resource can increase organizational performance in the constantly changing environment. Although literature has indicated the key role of knowledge resources and their impact on organizational performance, empirical study is still lacking in this research domain. Hence, the purpose of this study is to investigate the relationship between knowledge resources and organizational performance. An empirical study was conducted to evaluate the research model. Major findings include: (1) The degree of knowledge documentation has significant positive effect on the market performance of an organization; (2) Organizational culture and the degree of information technology applications have significant positive effects on both management performance and market performance. Organizational structure has significant positive effects on management performance, but the explicit-orientation of knowledge management strategy has negative effects on both management performance and market performance; (3) The nature of organizational knowledge has a moderating effect on the effect of the degree of information technology applications on management performance. Our findings can help managers and chief knowledge officers better the nature of organizational knowledge and organizational performance in order to cope with the dynamic environment.

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 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).