| Summary: | 碩士 === 國立彰化師範大學 === 政治學研究所 === 98 === Abstract
All systems depend on people to get them on track, and therefore, people are the key to their success or failure. Performance appraisal system is an important method by which the job performance of an employee is evaluated. A system with good intentions coupled with the practical implementation shall bring effective performance appraisals, obtain information about relative worth of an employee to the organization, encourage those who exhibit superior performance, eliminate those who display inferior performance, and unearth new talents.The purposes of this study are to identity and analyze factors that have an influence on performance appraisal, with government offices in Changhua County as the example. The study also attempts to provide data summaries and recommendations that could be used to minimize adverse effects to the extent practicable, improve the accuracy of performance appraisal and develop teams of workers for the benefit of the organization.
In the implementation of performance appraisal systems, however, the study finds there are often cognitive differences toward fairness, concerns about the appropriateness of the rules or the corporate culture that may have a variety of influence on the faculty of perceiving, and in turn, on the appraisal. Furthermore, a complex causal relationship resulting from the interaction among levels in the organization also has effect on the accuracy of performance appraisal.
To minimize adverse effects on employees and the organization, the study ties in with theory and practices to examine in depth from three dimensions, namely psychology, laws and regulations, and corporate culture. Based on the findings, the study is presenting the following recommendations:
1. First, as human behavior is affected by cognition and feelings, it shall start with the establishment of concept through educational training to change what people are thinking and improve their ability.
2. Secondly, to address issues jeopardizing the implementation and present recommendations for improvement.
3. Lastly, to proceed with fundamental issues of corporate culture and suggest legalizing all prevailing unwritten rules that are unreasonable.
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