The influences and effects of introducing the performance management on the organizational climate

• Main Authors: Jheng,Dao-Long, 鄭道隆
• Other Authors: Shyhnan Liou
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/41008985190387560090

碩士 === 國立中正大學 === 勞工研究所 === 93 === The influences and effects of introducing the performance management on the organizational climate Student：Jheng, Dao-Long　　　　　　　Mentor：Professor Shyhnan Liou Abstract The objective of this research is to probe into the impacts that would bring to the "organizational climate," with the introduction of the "organizational change" and the "performance system." The "performance management" system, concerned about performance planning and talent developing and focusing on the organization goals, builds up key achievement criteria so as to set up working targets and ability-developing plans, to assist corporations in raising productivity, and to help corporations carry out their strategic goals and targets. Our research target is a semi-conductor and flat panel manufacturer located in the Xinzhu Technology Park. The scope of our study includes interviews and a range of surveys sent to employees at specific levels in the company. Our key findings indicate that “leadership style, job characteristics and emphasis on performance” are strong predictors of organizational change. Specifically, factors like "emphasis on goal accomplishment, and assistance in the job" etc. in "leadership style", "responsibility, and self assessment" etc. in “job characteristics”, and "assessment structure on performance judgment," all have a direct and distinct effect on organizational changes. The study also finds that employees do not feel that performance management has adversely affected employee relationships or caused undue competition amongst the employees to the detriment of teamwork. Thirdly, after the introduction, the employees have been more aware of their own performance and the introduction of performance management without a clear definition of the criteria for assessing performance only creates distrust amongst the employees and makes them suspicious of the objectivity of the assessment. Fourthly, the employees feel that performance management has been implemented too hastily without much preparation or thought before it is put into execution. They also feel that there has been insufficient training causing employees to meet the requirements of the performance standards perfunctorily. Besides the findings above, there is no common theme to be derived from the interviews and statistical analysis. One of the reasons could be the small sample selected for the interviews, resulting in an inability to obtain a more representative opinion from the employees. Another reason could be the low response to the surveys. Nevertheless, the data collected provide not only good reference input to the management team in their implementation of performance management but also probes into future studies.