A Study on the Cognitive Distinction of Raters and Ratees for the Criteria and Purposes of Performance AppraisalA Case Study on G Company

• Main Authors: Guang Fu Wang (Jeff), 王光復
• Other Authors: CHEN -MING CHU
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/67332592777500082028

碩士 === 中原大學 === 企業管理研究所 === 90 === Human resources management is playing a more and more important role in enterprise management, as the key to the success of a company is its human resources. Performance Management is playing a critical role in human resources management. This is why recently performance management and objectives management have become fields of study in enterprise management. This study has taken the key players in performance appraisal, the supervisor and the individual and their specifics , as the cause, and taken the level of acceptance of performance appraisal criteria and the importance of appraisal purpose as the result. It has selected a public electronics telecommunication company for the case study. After academic research, methodology and assumptions building and survey, we can summarize the following: (1)Generally speaking, raters and ratees all agree that work achievements and key performance index should be used as the evaluation criteria. (2)In regards to the level of performance appraisal implementation, supervisors have shown much expectation. (3) Supervisors have shown more acceptance of using individual’s characteristics and their behavior as evaluation criteria. It shows that management should focus on both quality and quantity. (4)Those of higher education tend to prefer mutually agreeing, between raters and ratees, on determining the work objectives index. (5)On using professional skills as evaluation criteria items, ratees of younger ages have higher level of acceptance, which shows that they are confident in their professional skills. (6)On the purpose of managing the evaluation, all think that decisions on employee termination, promotion, transfer and demotion should not rely simply on the performance appraisal results. There are other important items to be taken into consideration. Thus, performance appraisal is the regular and irregular systematic rating by organizations to the work competencies and performance of their employees, and it’s the fundamental element of measuring, motivating and developing organizations’ human resources. The final purpose is to achieve the win-win aid for both the organization and its employees — profitability for the organization and development for the employees.