[{"data":1,"prerenderedAt":49},["ShallowReactive",2],{"q-sw-107-2-social-work-management-026":3},{"subject":4,"subjectSlug":5,"subjectFullName":4,"question":6,"related":24},"社會工作管理","social-work-management",{"id":7,"webId":8,"year":9,"session":10,"subject":4,"legacy":11,"number":12,"stem":13,"options":14,"answer":19,"answerNote":20,"images":21,"lawTimestamp":9,"explanation":22,"freq":23},"sw-107-2-社會工作管理-026","sw-107-2-social-work-management-026",107,2,true,26,"下列對於組織內員工績效考核方法的描述，何者正確？",{"A":15,"B":16,"C":17,"D":18},"甲督導依據機構內所製作的「居家服務工作職責量表」來對 5 位居家服務員進行績效等級評核，此為「360 度回饋法」的應用","乙機構進行員工績效考核時，是從員工自己、上司、直接部屬、同仁、服務對象等的多方觀點來蒐集資料，此為「平衡計分法」的運用","丙機構對員工績效考核的重點在於員工「做了些什麼」、「如何做的」，此為「目標管理法」的運用","丁機構以常態曲線來考評他們的員工，每項類別的評分百分比在考績評分程序開始前就被設定，此為「強迫配分法」","D",null,[],"本題考點是各種績效考核方法的辨識，且問「正確」者。依績效考核理論，強迫配分法(forced distribution)以常態分配曲線考評員工，各評分等級的人數百分比『在考核前即先設定』(如前10%優、後10%劣)，丁機構的作法正是此法，故 D 正確。(A)錯，甲督導依單一職責量表對居服員評等級，這是圖表評等法或量表評等，並非『360度回饋法』(360度需多來源評分)。(B)錯，從員工本人、上司、部屬、同仁、服務對象等『多方觀點』蒐集資料，這正是『360度回饋法』，題目誤稱為平衡計分法。(C)錯，考核重點在員工『做了什麼、如何做』屬行為\u002F特質導向考核，而目標管理法(MBO)的重點在『結果與目標達成度』，而非過程行為。",1,[25,29,33,37,41,45],{"webId":26,"stem":27,"number":28,"year":9,"session":10},"sw-107-2-social-work-management-025","工作說明書（job description）是用來說明工作人員在做何事、如何做及在何種條件下做事之書面資料，工作說明書並無標準格式，下列何者不是工作說明書的重點？",25,{"webId":30,"stem":31,"number":32,"year":9,"session":10},"sw-107-2-social-work-management-027","管理者要預防員工耗竭，透過員工協助方案（Employee Assistance Programs, EAPs）能協助員工解決生活、工作與健康的問題，達到組織與員工雙贏的局面。下列何者不是員工協助方案的內容？",27,{"webId":34,"stem":35,"number":36,"year":9,"session":10},"sw-107-2-social-work-management-024","Robbins 與 Decenzo 兩位學者曾針對組織用以招募員工之方式、以及應徵者來源進行優缺點的分析，根據其意見，下列那一種招募方式或來源「具有成本低、且候選者對組織熟悉度高之優點，但亦會產生供給有限、對新觀念的引進難、且變革時舊勢力的包袱大之缺點」？",24,{"webId":38,"stem":39,"number":40,"year":9,"session":10},"sw-107-2-social-work-management-028","志工參與組織並提供服務是組織的一員，管理者有責任讓此組織社會化的歷程更順利，有助於提高組織成員的貢獻度與承諾感，傳遞與維繫組織價值信念。下列何者不屬於志願工作者的組織社會化歷程？",28,{"webId":42,"stem":43,"number":44,"year":9,"session":10},"sw-107-2-social-work-management-023","員工是組織最重要的資產，因此組織需基於當前及未來的需要對員工進行培訓，除了需要評估訓練需求以擬定培訓計畫之外，亦需要針對培訓計畫的效能建立評估機制，以檢視是否達到培訓目標。一般而言，對於培訓實施的評估可區分為四個層次，下列說明何者錯誤？",23,{"webId":46,"stem":47,"number":48,"year":9,"session":10},"sw-107-2-social-work-management-029","督導對於社會工作的重要性不言可喻，且隨著社會工作外部環境的轉變及督導知識的發展，不同的督導觀點已被發展。下列對於督導觀點的運用說明，何者錯誤？",29,1787299245476]