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| Title: | 應用資料包絡分析於工作負荷評估－以A電子公司為研究對象
The Workload Assessment in an Electronic Company by Using Data Envelopment Analysis - A Case Study of Company A |
| Authors: | 陳品燁
CHEN, PIN-YEH |
| Contributors: | 洪叔民
Horng, Shwu-Min
陳品燁
CHEN, PIN-YEH |
| Keywords: | 資料包絡分析
NASA-TLX
工作負荷
電子產業
業務人員
Data Envelopment Analysis
Workload Assessment
NASA-TLX
Electronic Industry
Sales Staff |
| Date: | 2024 |
| Issue Date: | 2024-07-01 12:24:30 (UTC+8) |
| Abstract: | 效率好的員工可以提高企業之競爭力，而員工的工作負荷狀況會影響其工作績效的表現，因為員工的工作負荷量會消耗其身心資源，造成了工作倦怠，進而影響工作表現。值此企業逐漸重視ESG，企業內部的員工亦是企業需要關心、照顧的重要利害關係人，了解員工的工作負荷以及績效表現即成為一個重要的議題。本研究以國際知名之電源供應器廠商為研究對象，探討其中國大陸分公司業務部業務人員的工作負荷水準，並給予建議改善措施，以期能提升員工生產力，增進該部門的整體效率。
評估員工的相對工作負荷水準，一直是人力資源管理的重要課題，因為管理者瞭解員工的相對工作負荷之後，可以針對工作負荷較重之員工進行負荷分析，採取適切的人力資源管理實務以平衡其的工作負荷水準，維持員工的身心健康與工作績效。由於個案公司中國大陸分公司之業務部門員工經常宣稱他們的工作負荷很重，分公司總經理欲瞭解該業務部門員工之相對工作負荷水準。本研究首先評估個案公司員工的相對工作負荷水準，進而分析每位員工的績效水準與工作負荷實況，最後提出人力資源管理實務建議，以平衡工作負荷水準進而提升效率。
本研究應用資料包絡分析模式於相對工作負荷之評估，對個案公司業務人員進行相對工作負荷水準之評估。對於工作負荷評估所使用的效標，是採用NASA-TLX的六個評估效標，亦即心智需求、體力需求、時間需求、努力程度、挫折以及績效水準。前五項由每位員工就其在該工作崗位上的負荷知覺填具負荷分數，分數愈高代表自己在這一評估構面感受或表現愈強烈；第六項績效水準則由該單位主管就每位員工的工作表現，填寫該效標分數。透過分析員工的相對工作負荷，可以進一步瞭解組織內每位員工所處的工作狀況，提供主管在人力資源上管理上的決策依據。
依據個案資料，本研究做成四項結論：（1）在20位受測員工中，工作負荷較重的員工有9位（工作負荷分數超過0.95），其中工作負荷最重的員工有2位（工作負荷分數等於1），顯示個案公司整體員工之工作負荷狀況是不高的；（2）個案公司業務部門的員工，以從事心智工作的負荷最重，其次為挫折感負荷，而讓員工最感輕鬆的是體力需求。此現象顯示在此個案公司的工作負荷評估中，心智負荷是造成高工作負荷員工的最顯著效標。（3）受測的20位員工中，大部分員工的績效水準遠低於主管的期待。亦即大部分員工的績效水準仍有很大的成長空間。建議個案公司應定期提供業務部員工們必要的訓練計畫，以改善業務同仁的工作績效。（4）有位工作負荷相對工作負荷的員工，在五個構面的權重均相同，顯示該受測者在心智需求、努力程度、時間需求、體力需求、以及挫折感各個構面，均顯示極大的負荷量，意即該員工即便在某一構面之負荷狀況獲得改善，整體而言這個人仍然是一位工作負荷很重的人。
進行員工狀態分析時，本研究將工作負荷分數置於X 軸、績效水準置於Y 軸，繪製每位員工的績效水準與工作負荷水準之散佈圖，將平面座標劃分成四個象限，並針對隸屬於不同象限的員工工作狀態，建議適切之人力資源管理實務，以改善員工們的工作績效表現。
The competitiveness of an enterprise derives from the performance of its employees; however, the employees’ performance may be subject to their workloads. Understanding employee workloads and performance thus becomes a vital basis for human resource management decisions. This study examines the workload levels of sales staff in a renowned Taiwanese electronic company’s China subsidiary and provides recommendations for improvement to enhance employee productivity and overall organizational efficiency.
Understanding relative workloads allows managers to conduct load analyses for heavily burdened employees and implement appropriate HR practices to balance workloads, maintaining both employee’s well-being and performance. Due to frequent claims of heavy workloads by its employees in the case company, the general manager sought to understand the relative workload levels of the sales department staff. This study first assesses the relative workload levels of the company's employees, analyzes each employee's performance and actual workload, offers HR management practice recommendations to balance the case company’s workloads and improve efficiency.
This study applies Data Envelopment Analysis (DEA) to assess the relative workloads of the sales staff. The workload evaluation criteria used are based on the six NASA-TLX dimensions: mental demand, physical demand, temporal demand, effort, frustration, and performance level. The first five criteria are scored by employees based on their perceived load at their positions, with higher scores indicating greater perceived load. The sixth criterion, performance level, is scored by supervisors based on each employee's job performance. Analyzing employees' relative workloads provides further insight into the work conditions within the organization, offering a basis for HR management decisions.
Based on the case data, this study draws four conclusions: (1) Out of 20 surveyed employees, only 9 have heavy workloads (workload score above 0.95), with the heaviest burdened employees scoring 1, indicating that the overall workload in the company is not excessively high. (2) Mental workload is the heaviest subscale for employees in the sales department, followed by frustration, with physical demand being the least burdensome. This suggests that mental load is the most significant factor contributing to high workloads in the sales department. (3) Most of the 20 employees have performance levels well below their supervisors' expectations, indicating significant room for improvement. It is recommended that the case company regularly provide necessary training programs to improve sales staffs’ job performance. (4) One employee with a high relative workload showed significant burdens across all five criteria, indicating that even if one area is alleviated, this person remains heavily burdened overall.
When analyzing employee status, this study plots workload scores on the X-axis and performance levels on the Y-axis, creating a scatter plot of each employee's performance and workload levels. The plane is divided into four quadrants, and appropriate HR management practices are suggested for employees in different quadrants to improve their job performance. |
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| Description: | 碩士
國立政治大學
企業管理研究所(MBA學位學程)
111363032 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0111363032 |
| Data Type: | thesis |
| Appears in Collections: | [企業管理研究所（MBA學位學程）] 學位論文
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