| Abstract |
Manpower Agencies (MPA) was added and classified as a commerce group by the Departments of Interior and Economy in April, 1993. The service area of MPA has widely covered international manpower agencies, manpower dispatch, manpower supply-demand analysis, manpower recruiting authorized by the clients, employment consulting, job physiological test, multi-national employee job training before and during work, employee off-duty life assistance and management, as well as the coordination and settlement of employer-labor conflicts. The market demand of MPA is proportional to the prospectus of national economy, which results in a reciprocal causation relationship. Due to the open of the foreign labors imported from Philippines, Indonesia, Thailand, Vietnam, Malaysia, and Mongolia by Taiwan Government, MPAs have substantially assisted the importation of foreign labors and the management of imported foreign labors based on current government laws and policies of importation of foreign labors. Most of enterprises have applied a flexible strategy to their human resources in response to improve their international competition capability and to overcome the industrial transformation. As a result, the working style of ¡§Labor/Manpower Agency and Dispatch¡¨ has become a tendency in many enterprises. Furthermore, the ratio of agency to labor deployment, the agency to the deployed labor right protection, the effect of foreign labor to enterprises, foreign labor management, and the MPA management performance evaluation have become more and more important. However, little was studied in the area of the overall MPA management Key Performance Indicators (KPI), which is the major motivation of current studies. In this study, we utilize Analytic Hierarchy Process (AHP) to establish a balance score card to evaluate four major targets including finance, customer, internal operational flow, and learning and growth and sixteen item assessment criterions (e.g. MPA management KPI) and the choice of optimized proposal. In our study, the evidence shows that proposal 3-the employee involvement and support to the performance evaluation and recognition/penalty management is the optimum proposal for MPA to enhance enterprise operation performance; proposal 4-the introduction of personal development for re-enforcing educational training and quality management training is the second proposal; proposal 2-re-enforcement of multi-cultural communication capability is the third proposal. Nevertheless, this creative KPI won¡¦t be complete thoroughly without the assistance of MPA work package and service blueprint. (I don¡¦t quite understand the last sentence, please explain.) |
