The Influence of Trust and Power Relationships on the Performance Appraisal of Managers by Family Business Owner

• Main Authors: Yi-Yu Lin, 林義又
• Other Authors: Ghi-Feng Yen
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/10064613429906237784

碩士 === 中原大學 === 企業管理研究所 === 95 === The familism and the Confucianism thoughts have deeply influence the Chinese society for a long time, thus Chinese take each other into account with the power distance and guan-xi in dealing with interpersonal relationships. Most of Taiwan's businesses are family business, therefore, the administration of Chinese family business always facing the problems of authoritarianism and guan-xism. The literature review shows the reasons and framework that Chinese family business owner demonstrates different assessing behavior when dealing with different kinds of power distance, different levels of trust relationship, as well as professional managers of different ranks. Basing on this framework, the researcher designs eight kinds of simulated situation in the questionnaire by using projective technique in this experimental design. This research discusses the appraisal dimensions and responses of the participants who completed the questionnaire from family business owner’s perspective considering 8 different kinds of professional manager. The summary of research findings are as follow: 1. When family business owner assesses professional managers with different ranks, he prefers guan-xi (trust relationship) when assessing higher ranks. However, he prefers power relationship (power of expertise) when assessing lower ranks. 2. When family business owner assesses professional managers with different kinds of trust and power relationships, managers with “closer guan-xi and higher power” get highest appraisal score. And managers with “alienated guan-xi and higher power” and “closer guan-xi and lower power” get lower appraisal scores respectively. Finally, managers with “alienated guan-xi and lower power” get lowest appraisal score. 3. When family business owner assesses professional managers with different kinds of trust relationship, power relationship and different ranks, (1) he scores higher to higher rank than lower rank when managers with “closer guan-xi and higher power;”(2) he scores higher to lower rank than higher rank when managers with “alienated guan-xi and higher power; ”(3) he scores no significant difference between higher rank and lower rank when managers with “closer guan-xi and lower power;”(4) he scores higher to lower rank than higher rank when managers with “alienated guan-xi and lower power.” 4. Female respondents answer that family business owner will be affected when assessing lower rank with “alienated guan-xi and higher power” than those male respondents. 5. Respondents with older age, management position and higher educative background are more likely to have empathy to family business owner when he takes guan-xi into serious account. 6. Respondents in companies which are larger in size and longer in history tend to respond more likely to first research finding mentioned above. The contribution of this research is to verify empirically that family business owner does consider trust relationship, power relationship and ranks when assessing professional managers. The suggestions in practice are: (1) family business owner should recognize his own management style and does some proper adjustment; (2) professional managers should realize that their boss will take these factors in appraisal and find a better way to improve themselves.