| Summary: | 碩士 === 國立高雄師範大學 === 人力與知識管理研究所 === 100 === In light of the theories of performance criteria, exploration of performance management theories, and empirical findings of questionnaires, the research study
offers suggestions for further research, and hopes to improve the deficiencies in the current performance criteria and achieve fairness by combining performance ratings with appraisal criteria of the Civil Service. As is indicated in the research findings,given that some of the performance evaluation committee members are not supervisors from within the agency, objectivity, accuracy, and fairness can be achieved only when allowances are made for the capability, motivation, and professional training of performance evaluators, the method of performance evaluation, as well as the job duties and personalities of the evaluated personnel.Additionally, considering performance evaluations take place every April and August,
they should rely on three major factors, namely the motivation of an accurate appraisal, the existence of a proper internal appraisal system or standard, and the
adequacy of evaluators. If appraisals are based on the face value of the ones held every April and August, the results will carry lower validity and credibility. The notion that supervisors evaluate performance based mostly on job performance is found to have positive influence on clarification of the goals and the extent to which the evaluated accept and identify themselves with the goals; meanwhile, such approach is found to obtain more credence of the evaluated. As for the notion that the four criteria specified by the Civil Service Evaluation Act should be allowed adjustment, the research study has found that self-centeredness would compromise the integrity of the rating system, which should be objective, reasonable and fair. In terms of the approach that unit performance determines the number of people in the unit being rated grade A, the research study suggests that there should be a couple of
supplementary measures in place to ensure a multifaceted evaluation, such as mutual understanding and close interaction among the staff. The suggestions of the research
study can be divided into two parts: firstly, the improvement of performance rating system, which can be accomplished by arranging review training sessions for
supervisors, executing regular assessments, combining performance ratio with performance appraisal, making public the evaluation process, adopting the comparative principle of the appraisal, and utilizing the evaluation data; secondly, the establishment of evaluation-oriented system and culture, and the integration of the number of people rated grade A with the rating system of civil service agencies.The suggestions proposed in the research study may partly support those ones proposed by previous researchers, but hopefully, the publication of the research study will help redress a number of wrongs found in the current civil service evaluation system.
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