The Study on the Cognition of Fubon MOMO TV Shopping Employee to the Performance Appraisal System and the Influence to Employees Working attitude

• Main Authors: Hsieh-Ju Chiang, 江雪如
• Other Authors: Chia-Hui Chen
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/21436417462049664644

碩士 === 銘傳大學 === 傳播管理研究所碩士班 === 98 === After entering the digital age, the media enterprise’s competition will drive full speed, and the resource of competition is "people". Moreover, the management of people must rely on performance appraisal, but none of media enterprise will say that its own appraisal institution is perfect, because both the subjective factor, e.g.: employee themselves and organization, and external situation can influence performance appraisal. In the organization, employees’ working attitude is very important because it may influence the employees working behavior, and then these behaviors will affect the production and the output of the organization. Therefore, this is a serious problem to the manager. Based on this, the study focuses on the relationship of the cognition of employee to the Performance Appraisal System and employees’ working attitude. The study carried out for two phases: first, the study used the depth of interviews to understand the Performance Appraisal System of the case company, and then, based on the results of interviews and literature data, this study took advantage of questionnaires to investigate. The objects of the questionnaire were the Fubon MOMO TV shopping employee in the Program Production Department, the Merchandise Development Department, and the Client Service Department. There were 373 research samples totally including 58 employees in the Merchandise Development Department, 45 employees in the Program Production Department and 270 employees in the Client Service Department. Totally 373 questionnaires were released, and 322 questionnaires were received in this research, so the rate is about 86%, and in that, there are 317 valid questionnaires, therefore, the valid rate is about 84%. Through Pearson Correlation Analysis, the study finds that there is a positive correlation between employee cognition of the Performance Appraisal System (including the extent of understanding, perceptions, and the satisfaction to the institution) and the working attitude (including job satisfaction, job involvement and organizational commitment). And then, through regression analysis, the influences of these variables can be explained, so the research findings were concluded as follow： 1. The cognition of the Performance Appraisal System can obviously influence the working attitude, especially to explain external satisfaction, and one of the cognition variables can affect the job satisfaction most is the employee’s perception to the Performance Appraisal System, however, there is no obvious influences between the extent of understanding to the Performance Appraisal System and the external satisfaction. 2. The cognition of the Performance Appraisal System can obviously influence on job involvement, especially on the employee’s perception to the Performance Appraisal System. However, the extent of understanding and the satisfaction to the institution have no obvious influences on job involvement. 3. The cognition of the Performance Appraisal System can obviously influence organizational commitment, especially on the employee’s perception to Performance Appraisal System. The extent of understanding to the Performance Appraisal System has obvious influences on effort commitment, and the satisfaction to the institution has obvious influences on retention commitment. From the research findings, we get that the employee’s perception to the Performance Appraisal System would influence their working attitude most, this means if the managers intend to promote employee’s job satisfaction, job involvement and organizational commitment, they must consider the cognition of employee to the Performance Appraisal System, and follow the justice principle, give employees opportunities to express and react, let employee identify the Performance Appraisal System and accept the result. This may really achieve the purpose of performance appraisal.