績效管理攸關企業的競爭力，因此各級主管於執行績效管理歷程中的員工績效回饋成為能否促成員工改善績效的關鍵。然而，在工作職場的實情乃是，主管人員在執行績效回饋上未臻理想。
因此，本研究採用Gilbert「行為工程模式（Behavior Engineering Model）」來探究企業員工的常見「績效面談問題之原因」，再借助德菲法的異質性專家群來建構企業管理人員對於「員工績效回饋（Job Aid）」支援工具的內涵細節。
本研究首先以深度訪談題綱向資深工作者就職場現存的「員工績效面談回饋」現況給予具體的建議，接著把訪談所獲彙整文獻內容而編製成半結構式的「第一回合」的專家問卷；再以此第一回合問卷，經由訪談的方式，逐一向12位科技業主管人員的異質性專家小組進行調查；進而彙整第一回合的專家意見而擬訂量表式的「第二回合」的專家問卷，接著進行第二及第三回合專家小組的共識程度分析，直到第三回合時專家們的意見達到一致。
研究發現，適用於科技業企業管理人員對於員工績效回饋之工作輔助《員工面談技巧SOP》共有「面談前」及「面談時」兩大步驟；（1）「面談前」，主管須填寫《員工面談前的準備》表單，包含：找出績效表現的「問題」、找出績效不佳的「原因」、列出需要「優先處理」的績效問題原因、寫出「讚美員工」的事項等四項；（2）「面談時」則有：感謝、讚美及肯定員工、針對「績效問題的可能原因」逐一討論、引導員工發表意見、以5W1H篩選確認可能的行動方案、達成行動方案的共識、感謝員工的配合等六步驟。
期使本研究完成的《員工面談技巧SOP》員工績效回饋之支援工具能提供給企業界管理人員於平日執行績效管理之際，給予員工回饋時之參考。

Performance management is critical to the competitiveness of enterprises, thus, giving performance feedback from executives at all levels is the key to improve employees’ performance. However, the truth of the workplace is that executives are not implementing performance feedback ideally.
Therefore, this research adopts the “Behavior Engineering Model” from Thomas Gilbert to explore the common reasons in performance feedback, then utilize Delphi method with a group of heterogeneous experts to construct details of "performance feedback (Job Aid)" that executives of enterprises would use.
At first, this research was interviewed in-depth with senior workers about recent status of performance feedback in workplace by outlines, then integrated interview results and literature to develop a first semi-structural round questionnaire. Afterwards, conduct the first round questionnaire through interviews with 12 heterogeneous experts one by one. After first round questionnaire, summarized 12 experts’ opinions, and then drew up a second round questionnaire with scale. To continue the research, then analyzed the data of second and third round questionnaire until achieve the consensus.
The research found that there were two major steps on how executives giving performance feedback to employees in ‘Interview Skills with Employees SOP’, including ‘Before the interview’ and ‘During the interview’: (1) Before the interview: Executives must fill out forms, including: Find out the performance “problems”, find out the performance “root causes”, list the priority of “root causes”, and fill out the blank of “praise the employee”. (2) During the interview: Including Express thanks, praises and recognitions to employee, discuss the “possible root causes of performance” with employee one by one, guide the employee to voice opinions, utilize 5W1H way to screen and confirm the possible solutions with employee, reach the agreement with employee, and be thankful for employee’s cooperation.
At last, the ‘Interview Skills with Employees SOP’ developed in this research can be provided to executives in enterprises, how to give employees performance feedback during their daily performance management interviews.

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