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).

Delaktighet är en viktig aspekt i förbättringsarbetet. Delaktighet höjer kvaliteten och skapar förankring hos medarbetarna och är ett hjälpmedel att erhålla ett framgångsrikt kvalitetsarbete. Verksamheterna behöver dock förutsättningar för att skapa delaktighet. I framgångsrika organisationer karaktäriseras framgången av delaktighet skapandet och motivation hos medarbetarna. Syftet med studien var att beskriva hur produktionsledare kan skapa möjlighet till delaktighet i förbättringsarbetet. Metoden som användes var kvalitativ induktiv ansats ur ett livsvärldsperspektiv. Djupintervjuer utfördes med åtta produktionsledare och kvalitativ innehållsanalys användes för att granska texterna med syfte att finna meningsenheter och kategorier. Fiskbensdiagram utfördes som ett komplement till intervjuerna. Resultatet och analysen visade på två kategorier, förutsättningar och begränsningar i skapandet av delaktighet i förbättringsarbetet. Resultatet visade i sin tur på att det finns svårigheter att tolka begreppet delaktighet och än svårare att konkretisera de verktyg som används. Det finns ett värde av ytterligare forskning kring delaktighet skapandet i framtiden. / Participation is an important aspect when it comes to continuous improvements. Participation increases quality and creates support among employees and is a tool for achieving successful quality work. Companies need prerequisites for creating participation, and in successful companies this success is characterized by the creation of participation and motivation among employees. The aim of the study was to describe how production supervisors create opportunities for participation in improvement processes. The method used was a qualitative inductive approach from a life-world perspective. In-depth interviews were conducted with eight production supervisors and qualitative content analysis was used to examine texts to find sentence entetities and categories. Fishbone diagrams were created as a complement to the interviews. The results and the analysis indicated two categories, prerequisites and limitations to create participation in improvement work. This showed that there are difficulties when it comes to interpreting the term participation and even more difficult to specify the tools inuse. In the future it is of great importance to ensure that the research around the creation of participation is in focus.