A Test on the Systematic Fuzzy Measurement of the Key Degree for the Core Employees' Performance Traits/TEST DE LA MESURE SYSTEMATIQUE ET FLOUE DU DEGRE CLE POUR LES TRAITS DE LA PERFORMANCE DES EMPLOYES IMPORTANTS

Abstract: According to the employees' embedded performance view of organizational social capital and its theoretic analytic dimensions, the core knowledge employees' key performance traits are operationally defined as key degree with seven measuring dimensions. A scale for measuring the key degree is developed and empirically analyzed by means of questionnaire with Cronbach's a >0.7 and significant three-factor-structure validity. And then systematic fuzzy decision theory is introduced to comprehensively measure the key degree indicator (KDI) of the core employees' performance traits with the third party test, and the results initially show satisfied discriminating rate of the core employees (94%) from the sample and significant correlation between KDI and the organizational innovation performance (R=0.82, P Key words: Core employee, Performance trait, Systematic fuzzy measurement Resume: Selon le point de vue des employees sur la performance du capital social organizationnel et ses dimensions de l'analyse theorique, les traits de la performance cle des employees importants sont pratiquement definis comme le degre cle avec sept dimension de mesure. Une echelle pour mesurer le degre cle est developpee et empiriquement analysee au moyen du questionnaire avec a >0.7 de Cronbach et la validite de la structure de trois facteurs signifiante . Puis la theorie de decison systematique et floue est introduite afin de mesurer le degre cle indicateur (key degree indicator/KDI) des traits de la performance des employes importants avec la troisieme partie de test, et les resultats montrent au debut un taux de distinction satisfaiseant des employes (94%) dans un echantillon et une correlation signifiante entre KDI et la performance d'innovation organizationnelle(R=0.82, P Mots-Cles: employes importants, trait de performance, mesure systematique et floue (ProQuest: ... denotes formulae omitted.) 1. INTRODUCTION According to the organizational social capital ebeddedness-based perspective of the performance2, a core employee can be recognized as the undertaker and transmitter of high organizational performance, and as the key group in the organizational value creation. But in most literature the core employees' performance traits are taken in the atomistic way with less focus on their social associability that makes organizational intellectual capital in creating the values, lack of the operational definition and measurement of the core employees, and lack of sophisticated understanding of the retention motivation on the core employees. The creation of the organizational value depends on the edge of the organizational social capital from its stakeholders [1], and so the core employees can be defined as the ones who can make doubles of times of the related performance with his influence on the node (other people) in the organizational social networks, and they are usually the knowledge workers with higher human capital and mainly seven key measurable dimensions of their high performance traits 3, 4(see table 1). If the core employees' traits can be operationally defined as the key degree of their key performance edge [1], the comprehensive measurement of the core employees' seven performance traits can hold the decision characteristics of fuzzy system with multipurpose: (1) the boundary between the core and the un-core employees is fuzzy for the key degree's continuum nature; (2) the seven dimensions of the key degree for assessing the core employees are cross linked, requiring comprehensive measurement; and (3) the weights for the seven dimensions of the key degree can be dynamic in different organizational terms, requiring reflecting the structure of the performance traits in order to get fitter motivation for the high performance employees. …

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