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论文编号：	1452
作者编号：	2120074044
上传时间：	2010/5/17 8:37:09
中文题目：	台湾IC设计产业研发团队绩效管理系统之探讨
英文题目：	Reflection of the performance management of R&D Team in Taiwan IC Industry
指导老师：	袁庆宏
中文关键字：	IC设计产业；研发团队；绩效管理
英文关键字：	IC Design Industry; R&D Team; Performance Management
中文摘要：	台湾半导体产业始于1980 年台湾政府设置新竹科学工业园区并成立联华电子公司，并于1982 推动信息工业十年发展计划，配合产业发展策略台湾积体电路制造股份有限公司于1987正式成立。经过近三十年台湾政府大力的扶持，台湾已经发展为全球半导体产业的重镇，台湾集成电路(IC：Integrate circuit)产业设计公司家数，全球仅次于美国。台湾的半导体产业总产 值居世界第四，其中晶圆代工总产值世界第一，IC设计产业总产值世界第二。 IC设计产业是属于无工厂的知识密集产业，研发团队是IC设计企业最重要的资产。IC设计业也是近十年来最新兴的行业，对IC设计行业了解的专业研发团队并不敷业界需求。而这种脑力知识密集产业之关键成功因素乃企业“创新”的能力，而“研发团队”是最重要的因子，为了确保公司的产品可以居于领先的地位，持续领先同业推陈新的产品，同业间的挖角或研发团队自行创业的集体离职事件，时有所闻，这对企业长远发展的稳定性相当不利。台湾IC 设计产业透过员工认股分红制度，留住好的人才并吸引优秀人力的加入。由于员工认股分红制度的实施，使得台湾IC 设计产业在人力市场上产生了巨大的改变，不但让台湾的IC 设计产业发展迅速，新加入这个市场的公司为了要吸引更多的优秀人才，而不断的以高额的股票来进行人力的挖角，所以企业设计一套可以提高员工向心力、员工参与度并增加工作效率的绩效管理利度，就显得更重要了，故引发本研究的动机。 本研究以台湾IC设计产业中各企业之研发团队为背景，阐述IC 产业的现况和发展，IC设计产业的研发项目管理，并对现行的研发项目评估作业进行探讨，找出现行作业的缺失，然后在透过整理与分析国内外有关绩效评估之相关文献。结合作者所在IC设计企业服务的实际情况，针对IC 设计产业的研发团队高科技人才工作之特殊性及其复杂性进行详细的分析研究，设计一套适用于IC 设计产业研发团队的绩效管理制度， 提升企业竞争能力，并为相关产业的研发团队绩效管理提供启示和借鉴。
英文摘要：	In 1980 Taiwan Government initial investment and， establishment of the Hsin-Chu Science Park and， first spin-off company is United MICroelectronICs Co. (UMC). In 1982 second spin-off Company is Taiwan Semi-Manufacturing Co. (TSMC). After 30 year’s development Taiwan IC design industry is important filed in IC manufacture field in the world. Today， Taiwan is the second largest production center in the world for integrated circuits (ICs) next to the United States. The total revenue of Taiwan's IC output is now the second in the world， only behind the United States. IC design industry is highly knowledge intensive and has a relatively low entry barrier. The R&D team whose most important talents of IC Design Industry. IC design industry with 10 years of time and， successfully with semIConductor industry. At present， innovation has become an important strategy for the development of R&D team. The innovation， creates are the most value and raises the competitiveness of R&D Team. During development new products， organization will design R&D teams whICh are multi-functional and， multidisciplinary in their composition. R&D teams cope with organizational pressures from customers and competitors. The crew voluntary turnover existed for long time in IC design industry due to the import effect upon the future of business， it necessary to understand the behaviors and， completely. Some characteristICs of Taiwan IC industry， performance shares have been used by Taiwan IC Industry as an effective means to attract hi-tech talents around the world. At the end of each fiscal year， the company decides on a certain percentage of its net profits or retained earnings for bonus sharing among employees. These shares are awarded according to certain establish criteria such as position， seniority and， performance evaluation. As business development enlarges scale of organization， corporation practICes external recruitment the new comer. Heterogeneity among tem member enhances. The Human Resource Management (HRM) can be played servICe， coordinator and， consultant role in team development. Implement the performance appraisal systems to measure the intrinsIC worth and work performance of employees and encourage， motivate and reward them based on their performances is very import for IC design industry. . In this research， we have been focus on reflection of the performance management of R&D Team in Taiwan IC design industry. We’ve go through the IC industry milestones and， current status. Have collected the data of project management， how to accurately judge the performance for R&D team. We’ve tried to found out the current issue and， root caused in IC industry. And find artICles related to all aspects of performance management and appraisal. In this research， we have presented a new performance management for IC design industry R&D team.
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