A Study of Improving Staff Performance Appraisal System in Taiwan National Universities --Performance-Oriented Perspective

• Main Authors: Chiang Yuan-Chiu, 江元秋
• Other Authors: 黃臺生
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/39818970124306151127

碩士 === 玄奘大學 === 公共事務管理學系碩士在職專班 === 93 === Staff performance appraisal plays a crucial role in the human resource management of Taiwan national universities’. A sound appraisal system enables not only to motivate employees but also to recruit, keep the valuable staff. At the same time, it helps fully develop employees’ potentials, and achieve organizational goals as a result. Therefore, creating a well-built reliable performance appraisal system is indeed a major issue of improving the productivity in Taiwan national universities. From 1990 on, official departments in the major democratic governments are devoted to implement performance management systems with the view to upgrading their official efficiency and the national competitiveness. The existing performance appraisal system for the government officials in Taiwan contains quite a few deficiencies, which need to be modified. Taiwan government therefore endorsed performance rewards system, an efficiency rating approach, to link performance with assessments in January 2002. This system aims to motivate employees, tie employees’ action with organizational targets, and to accomplish organization’s ultimate mission and goals as a whole. This research investigates the staff performance appraisal systems in national universities from the perspective of performance management. By analyzing the outcome of questionnaires, some findings have been listed as follows: 1. Appraisal rating as “A” is still valued and possesses the function of motivation. 2. The strict quota of rating “A” results in the staff’s questioning of the performance appraisal system. 3. There are doubts about the validity and reliability of superintends’ justice and fairness during the process of performance appraisal. In many cases, performance appraisal can barely maintain as a formality. 4. Generally speaking, national universities do not implement performance-oriented appraisal systems yet. Mots of the staff do not possess the knowledge of performance appraisal. 5. Communications between superintends and subordinates contribute to the application of performance appraisal. 6. Performance bonus and performance rewards are significantly correlated to the performances. 7. Staff’s working attitude and the fairness of performance measurements are positively correlated to the performances. Through the course of empirical analysis, this research recommends as follows: the quota of rating “A” needs to be adjusted, it is essential to design a fair enough performance appraisal system, appropriate training for the appraisers should be provided, the outcome of performance appraisal should realize the objectives of generality and development, the group performance appraisal and individual performance appraisal should be associated together, there should be participation and well communication between superintends and subordinates in setting up a performance appraisal system, the training about performance appraisal is essential, performance indicators should be fair, reliable and accurate, university president and superintends’ support towards the performance appraisal system should be reinforced, and the existing payment of performance bonus needs to be changed into flexible payment system in order to keep on the right track of performance management. Key words: national university, government official, performance appraisal, performance management, performance bonus