A Survey on the Readiness of 360 Degree Feedback Implementation within the Organizational Context- The Case of Chunghwa Telecom

• Main Authors: Cheng Yi Lee, 李政憶
• Other Authors: Cherng G. Ding
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/39905733410803192144

碩士 === 國立交通大學 === 管理學院碩士在職專班經營管理組 === 96 === How ready the organization is to implement a 360 Degree Feedback System is the focus of this case study. Chunghwa Telecom （CHT）completed its privatization in the year of 2005 with an inception of a fully new human resource decision making, connecting its performance appraisal with pay, bonus and promotion. The idea is to differentiate performance untied with years of service and position; however, certain bias and errors existed when “human beings and subjectivity” are involved. In addition, current feedback mechanism given in CHT’s appraisal process went into a formality without any effect in essence. Therefore, labor unions and employees in the organization proposed that the Company to adopt a 360 degree feedback though the performance can be evaluated well-rounded and constructive feedback can be provided for personal and career development. The issue of readiness arises prior to implementation and concerns how prepared the organization is to change from a single-source feedback system to 360 degree feedback. After a thorough review of literatures, we found that certain contexts must be examined from members’ perception prior to the introduction of this system, that is, organizational culture, communication, feedback culture, trust and learning organization of this given organization. With 228 valid samples we collected and analyzed, evidences showed that the overall organizational contexts within the Company should be better improved so that 360 degree feedback system can be introduced and implemented successfully. In the meantime, certain recommendations were made for the Company to take into consideration.