本教學個案探討績效考核制度中，最多企業使用，但也最被人詬病的績效考核制度「強配排名」進行深入討論。個案以國內一所中大型研發中心為例，針對「強迫排名」此績效制度所衍生的問題。本個案認為，「強迫排名」制度有其優點，但「強迫分配」制度則容易產生問題。本教學個案從強迫排名制度的演進開始論述，探討績效考核的優缺點之外，也特別針對「強迫排名」與「強迫分配」進行深入淺出的討論。此外，本個案更針對績效考核制度中許多具爭議性的過程進行教學討論與演練，例如如何減少主觀偏誤的問題，以及不同功能的同仁如何進行評比等內涵。

This case study explores the most popular approach of performance appraisal system, which is force distribution rating system. The case is based on a large-scale R&D center, which is using the “force distribution rating system” to be the performance appraisal approach. In this case, the "forced ranking" system has its advantage, but also has some problems. This case study begins with the evolution of the forced ranking system, and discusses the advantages and disadvantages of performance appraisal. It also specifically discusses the difference between "forced ranking" and "forced distribution". In addition, this case study also provide some of teaching discussions and exercises in many controversial parts of the performance appraisal system, such as how to reduce the problem of subjective bias, and how to evaluate the performance of the different functional colleagues.

摘要 4
Abstract 5
1. 政策與管理意涵 6
2. 個案本文 8
3. 教學手冊 18
3.1 前言 18
3.2 教學目標 18
3.3 個案適用之課程 18
3.4 教學建議 19
3.5 教學核心之理論基礎 20
3.6 教學方案與個案問題討論 24
討論一、績效考核的優缺點？ 26
討論二、強迫排名與強迫分配法的差異為何？ 28
討論三、如何減少績效分配因為單一來源造成的主觀偏誤？ 32
討論四、不同功能同仁的績效考核該如何進行？ 33
討論五、哪一種規模與型態之公司比較適合「強迫排名」方式的績效考核辦法？ 34
討論六、山姆未來發展的抉擇？ 38
3.7 結論 39
3.8 參考文獻 40

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