Application and Evaluation of an Inter-Employee Message Exchange System for Emotional Evaluation in Bonus Assessment

IPSJ

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  • 賞与査定における情意評価への社内メッセージ交換システムの応用と評価

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会社等の生産性向上と人事評価は密接に関係し，企業経営に長年携わってきた者として，これまで様々な人事施策を試みてきた．その中でも筆者が力を入れてきたのは，上長による面談等主観の排除が困難な「情意評価」を含む賞与査定を，定量的なデータに基づく評価方法で実施する試みである．そこで，筆者らは査定対象期間内に社員同士が交換するメッセージを利用し，客観性を確保した情意評価の実施方法を提案する．将来における拡張性等の観点から謝意とその重みを社員間で交換する社内メッセージ交換システム（tBC）を開発し，2019年11月から2021年11月までの2年間を，6ヶ月を1期とする4期にわたって社内で運用し，賞与査定への適用可能性を評価した．前半2期は予備実験として運用上の問題点等を洗い出し，後半2期は本実験と位置付けて賞与配分に利用した．その結果，tBCを用いたメッセージの記録から情意評価が可能であることと，賞与査定に利用可能であることを確認することができた．

As a corporate CEO experiences in many years, I have tried a variety of personnel management measures. Among them, we have particularly focused on bonus evaluation. Bonus assessment is based on “performance evaluation” and “affective evaluation,” but while the former enables objective evaluation based on sales and working hours, the latter is based on interviews by supervisors, making it difficult to eliminate subjectivity. Therefore, we proposed a method which ensures objectivity by using messages exchanged among employees during the entire assessment period. To ensure the privacy, we developed an internal message exchange system (tBC) for exchanging acknowledgements and their weight among employees. Two years from November 2019 to November 2021 were operated in-house over four periods of six months each, and the applicability to bonus assessment was evaluated. The first two periods were used as a preliminary experiment to identify operational problems, and the latter two periods were used as the main experiment to assess actual bonus assessments. As a result, we were able to confirm that our proposed method is applicable for the emotional evaluation part of bonus assessment.

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