| Summary: | 碩士 === 國立中央大學 === 高階主管企管碩士班 === 103 === For organizational success, assisting employees in reaching career goals is always one of the major issues in the talent management. Promotion is considered as the obvious symbol of measuring career success by most individuals and organizations. Therefore, promotability rating is not only the main indicator for promotions of employee but one of the key elements indicating employee’s career success. In the traditional organizations, the main determinant of promotability ratings for employee promotions is mostly the job performance evaluation.
Nowadays, the concept of adaptive performance for evaluating employees’ job performance is progressively developed in the field of human resource management. In the past, task performance usually ignores how individuals adapting the new task and the superior’s request. Compared to task performance which focuses on static views of data, adaptive performance emphasizes evaluating the ability of how individuals adjusting personal performance in the dynamic environment. Thus, adaptive performance should have more predictive capability for promotability ratings. In other perspective, most researches deem the social context one of the main factor of promotability ratings. Thus, Leader-member Exchange Theory (LMX) is taken into consideration as the moderating effect.
In this study, we collected pair questionnaires from privately owned companies based on Taiwan and China in different industries. 503 valid paired questionnaires were returned for data analysis. This study analyzes the relationship of employees’ adaptive performance and supervisors’ promotability ratings with hierarchical multiple regression, also the moderating effect of LMX on the previous relationship. The results of regression analysis showed that adaptive performance had positively related to promotability ratings.
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