The first goal of management for company is to make profit and growth. The company performance stands for its outcome managed under the optimum fit with resources. Human resource is the significant asset in the company and also influence on the company performance. It is the key to create the performance good or bad for ¡§ Performance Management¡¨ in which how to elaborate employees¡¦ higher productivity or potential and how to continue to employ is the critical issue. One of the functions of performance management is to implement training workforce or job rotation that based on the performance appraisal besides together with the compensation and merit pay, another is to make win win between the company and its employees that capitalized on the individual career development coordination with company. This study discuss the useful encourage mechanism for performance management with compensation and merit pay by the case study method, interview the employees of the case company and review on the relevant reference documents related the subject of those have been published textbooks and periodical. The key point of the study is to establish an appropriate performance management with pay-for-performance system and replace the present system, and become a high-performance culture company. The conclusions are significant to the management in the following¡G 1.Broken a falsehood fair system of performance management, become a real reasonable, public and fair system, and create a high-performance culture company. 2.To avoid the ratchet effect on budget and standard of Key performance indicators (KPI).It is necessary to check again about economic intelligence, industry situation and inside and outside resources etc in order to make an accurate budget and KPI. 3.Under the linkage mechanism of performance management with the merit-pay system, justice is a critical issue in the process of performance appraisal except fair pay-for-performance. It would drive voluntarily one¡¦s motivate of work and higher performance. 4.Besides the encouraged by money, job enrichment, rotary system and job training may increase employee¡¦s performance. If not so, the employee would be fired. 5.Performance management and merit pay system is two key factors for business organization that linkage with vision, object, strategy, culture and personnel goal would ignite organization power to enrich value-chain management and transform to be competitive superiority. It also becomes a three-win system to individual goal, company growth and stockholders value. And the recommendations are important as follows¡G 1.There is no absolutely good for any system whether it is good or bad, so the company of case study should be self-criticism the applicable system of performance management linkage with merit pay system at any time. 2.The person who is a boss in the department, please don¡¦t let your right to be sleep. You have to do justice to subordinate. 3.The execution is a key successful factor for the practice of performance management linkage with merit pay system. 4.Finally, the application of statistics analysis, the influence of execution, leadership, organization structure and innovation of measurement of encouragement are the directions for further study.

Impartial Cognizance of Employee to the Organizational Performance Appraisal & the Influence to Employees Working Attitude--The object is the medical Center in Taichung. Abstract Till today, the history of performance appraisal has developed over 70 years, and also many experts and scholars put forward appraisal theories and standards, but no any enterprise will say that their own appraisal institution is perfect, because both the subjective factor, e.g.: employee themselves, organization, and society, etc., and external situation can influence performance appraisal. Due to the difference of educational background and the specific characteristics in the hospitals, this let the work of performance appraisal to be more complicated; the scholar shows that over 61% employee are discontented with the appraisal results. To the organization, the justice of appraisal is an index very important to judge the effect of performance appraisal. Moreover, we can find from more researches, employee¡¦s cognizance to the justice of performance appraisal will influence personal results and the results of organization, includes satisfaction of work, participation of work, promise to organization, and the confidence in the directors, etc. Therefore, the object in this research is the medical center in Taichung. We investigate the justice cognizance of performance appraisal institution, and the influence possible to working attitude. We use people¡¦s personal property to be control variable, the justice of performance appraisal institution (includes justice of procedure and distribution) to be independent variable, working attitude (includes job satisfaction, organization commitment, and job involvement) to be according-variable, and explore the relationship and influence of personal property variable, justice of performance appraisal, and working attitude with the items mentioned above. We hope to give the performance appraisal standard to the case hospital to evaluation, start the development of manpower, and the reference of raising employee results. This research total gives 2065 questionnaires, and effective questionnaire is 1452. Through Pearson Correlation Analysis, Hierarchical Regression Analysis, Canonical Correlation Analysis, Independent-Samples T test and Reliability Analysis, we have the finding important as follows: The correlation and the influence between the procedural justice, distributive justice and the working attitude are showed the positive obviously; further more, to explore the relationship degree between the justice of performance appraisal and working attitude with typical correlations analysis. The principle variable (construction of procedure, objective principle, expression of opinion, actual results, self-estimation, and policy opinion) influences mainly the internal and external satisfaction, effort promise, value promise, job promise, etc. 5 forecast variable; besides, objective principle influences the forecast variable of value promise and job promise. Among procedure justice of performance appraisal, distributive justice, and working attitude, it shows positive correlation and influence noticeable. Moreover, to explanation comparison between independent variable and dependent variable: explanation of procedure justice to organization commitment (value promise and job promise) is powerful than distributive justice, to the others; the explanation of distributive justice to job satisfaction and job involvement is powerful. Therefore, we can find distributive justice has its importance in the explanation to job satisfaction and job involvement. Procedure justice can forecast organization commitment. To the personal properties of employee, except sex, age, service years, marriage, education degree, and position, the difference is obvious to procedure justice, distributive justice, job satisfaction, organization commitment, job involvement, etc. of performance appraisal. In accordance with research conclusion of example with the reference of the case hospital¡¦s organization construction, we would like to give the suggestion in the process of performance appraisal, results, working attitude, and administrator as follows: Consider mark standard of public appraisal, distribution of reward, and conclude clearly the system of promotion of employee. Develop performance appraisal index according to character of position, build the two ¡V way communication performance appraisal system, reduce dispersion of organization space to enhance the technician¡¦s information interaction, the judge should be trained, and establish different performance appraisal index according to the character of position. Key words: Performance appraisal, Procedural justice, Distributive justice, Job satisfaction, Organization commitment, and Job involvement.

M & A indeed is one of speedy growing methods for enterprise. But not every one enterprise can get its effectiveness as expectation after conducting merger. There is usually a huge organizational change is hidden behind M & A. The retained employees after the merger face the new company, seems like new employees that just inaugurated, filled with strange and a sense of uncertainty. In 1998, Watson Wyatt Company made a survey and found most of the merger failed to achieve the strategic target as expectation, M & A will ultimately lead to failure or poor performance, in addition to cultural differences, "people" issues can not be integrated effectively by the system is a major key factors, such as the leave of excellent talents, staff remaining in the low efficiency, So triggered the human resources issues discussed after M & A. The purpose of this study was to research successful key factor of human resources integration in the process of M & A which through an interview with qualitative, considering the time appropriateness and the difficulties of backtracking information validity to avoid making poor effectiveness. Especially to choose a case of retailer Taiwan in 2006 as example, French Carrefour merged with British Tesco to study. Also considering the impact of mergers and acquisitions on the acquired employees are greater than the acquiring ones, especially the employees under the middle management level, we selected the remained employees under the middle management level in the acquired corporation as the sample. This empirical study found that the unmet expectation of acquired employees not only from job regulations and benefit, but also from the person-organization fit of the acquiring corporation. The unmet expectation may both affect the psychological and behavioral stress of acquired employees. It also affects the organizational commitment of acquired employees to the acquiring corporation. The unmet expectation has a direct effect on the job stress and organization commitment. It also has an indirect effect on the performance positively through the perceived organizational support. The purpose of this study is to explore the human resources integration challenges under merger and acquisition of the pharmaceutical company A. The findings are from focused interview with employees of different backgrounds including acquired company employees, acquiring (A) company employees and top management team of the A company. The research results indicate that¡G 1.Under M&A, the internal integration team with outsider consulting firm¡¦s professional assistance will minimize the resistances. 2.Under M&A, the specific HR integration structure is needed. 3.Under M&A, the comprehensive communication plan is needed to erase the rumors and gossips. 4.Under M&A, the talent deployment must retain all the talents from both-side companies and eliminate the poor performers in the acquiring company. 5.Under M&A, for ensuring every colleague in the new company move forward to the same goals, the enterprise has to review the performance appraisal and management system.

In the past few years, the people require the government became more representative, reactive and responsible due to the change of society, the development of technology and the increase of the people¡¦s requirements. Therefore, the establishment of the efficient civil service system is the need for the current situation. The government has to maintain the civil service system, which is based on justice, rightfulness and merits system, before it becomes a democracy, which should represent the will of the people and owns by the people, from an authoritarian government. Most researches show that the employees¡¦ cognition of the performance appraisal¡¦s justice will affect their individual results and organizational results, and the cognition includes job satisfaction, job involvement, a commitment to organization, trust in the management and etc¡K Therefore, three different attributes of civil servants, who are respectively from the authority of Kaohsiung City Government, including police station, municipal hospital and tax authority, are subjects for the research. Individual attributes and the performance appraisal¡¦s justice (including procedural justice and distributive justice) are the self-variable item, and the working attitude (including job satisfaction, organizational commitment and job involvement) is the variable item. To take the discussion of the correlation and the influence between the self-variable item of individual attributes, the performance appraisal¡¦s justice and the working attitude as the reference to improve the performance appraisal¡¦s system and the development of the civil service¡¦s manpower, and then increase the service achievements of civil servants. There are 740 questionnaires in total of the research, and effective questionnaires are 631 copies. After Independent test, One-way ANOVA, Person Correlation Analysis, Regression Analysis, Hierarchical Multiple Regression, Canonical Correlation Analysis, and etc¡K the important discoveries are as follows: 1.The correlation and the influence between the procedural justice, distributive justice and the working attitude of performance appraisal are very obviously. The explanation of distributive justice for job satisfaction, organizational commitment and job involvement is greater than the procedural justice. That proves distributive justice is very important for the explanation of the working attitude. 2.In the aspect of civil servant¡¦s attribute, age, length of service and different authority will cause obviously difference to the procedural justice, distributive justice, job satisfaction, organizational commitment and job involvement of performance appraisal. 3.Thus it can be known by a typical correlation analysis, the degree of correlation between two variable items (performance appraisal¡¦s justice and the working attitude) and five principles variable items (including procedural structure, objective principle, opinion expression, actual achievements and self-evaluation) will mainly affect five anticipating variable items (including internal satisfaction, external satisfaction, endeavored to commit, valuable commitment and commitment of remaining in position). And the influence of results will mainly affect two anticipating variable items, including endeavored to commit and job involvement. According to the conclusion of actual demonstration, the following suggestion is provided for the process, result, working attitude and the management of the performance appraisal: Establish a different appraising standard and item in accordance with the character of position. The appraising standard and item should be made by both the management and the subordinates. The management and the subordinates should keep good interaction. The point of view of the basic level personnel should be taken seriously. The appraiser should be training. Strengthen the propagation of the function of the civil servants¡¦ protection system. Promote the status and representative of appraising committee. Strengthen the function of performance appraisal to the development of employees properly. Exercise the result of appraisal efficiently. Establish various and encouraging recompense or reward system. Increase the external satisfaction of the civil servants. The organization should pay attention to the knowledge management and the sharing system.

No description available.

This research investigates the effectiveness of computerized adaptive rating scales (CARS) in comparison to the relatively more common behavioral anchored ratings scales (BARS) format. The current study sought to extend the body of psychometric research of CARS while investigating its potential for use in the employment interview. Using 43 videotaped interviews and supervisor job performance ratings, and constructing a new task-performance based CARS, it was hypothesized that employment interview ratings produced using the CARS format would yield significantly higher predictive validity coefficients than those produced by the BARS format. Results showed that while interview ratings produced in the CARS format were predictive of supervisor job performance ratings, they were not significantly higher than ratings in the BARS format. Academic and applied implications are discussed.

This study built upon the theoretical feedback process of Ilgen, Fisher and Taylor (1979), as refined by Kinicki, Prussia, Wu, & Mckee-Ryan (2004), to contribute to a more comprehensive understanding of the mechanism underlying an individual's response to performance feedback. The feedback model implicates source credibility and the feedback-rich environment as critical elements in the process explaining recipient accuracy perceptions and responses. Thus the sign and perceived accuracy of performance feedback were investigated in a 3 x 3 (plus control) experimental design. One hundred fifty-six undergraduate students were randomly assigned to feedback conditions, in which they performed on a three-trial Lego model reproduction task. After trial one, participants received false feedback from a confederate supervisor. The feedback was based on fictional norm tables, which framed the participant's performance as falling into the 70th percentile (positive), 50th percenti le (average), or 30th percentile (negative) according to condition. The supervisor then supplemented the norm tables with conclusive comments designed to be perceived as positive distortion of the norm table feedback, reinforcement of norm tables (accurate feedback), or negative distortion of the norm tables. Performance time, errors, task-specific self-efficacy, self-assessment of performance, and self-report effort-expended data were collected on trials one through three. The results indicated a significant interaction between feedback sign and perceived feedback accuracy on participant performance (F(4,132) = 3.72, p < 0.01), whereby the performance in the positively distorted-positive sign feedback condition was significantly higher than performance in the positively distorted-negative sign feedback condition. When the feedback was perceived to be accurate, negative sign feedback resulted in significantly better performance compared to the positive feedback condition (contrar y to previous research). Task-specific self-efficacy was not found to mediate the relationship between type of feedback and performance, and no significant effect of feedback sign or perceived feedback accuracy on task-specific self-efficacy was found. These findings provide possible explanation as to why supervisors tend to positively distort both sign and accuracy in performance appraisals (e.g., Benedict & Levine, 1988). Implications for theoretical expansion of the feedback process model, and application to workplace performance management are discussed.

The purpose of this study is to describe how the employee appraisal is perceived by managers, employees and representatives from human resources departments. The empirical material con-sists of 15 interviews: respondents were two representatives of the human resources departments, four unit managers and nine employees who work at a state institution or municipal management. In the study, I adopt a sociocultural perspective, with the communicative relational perspective. The latter is a special education perspective in which the interpenetration of participation, com-munication and learning emphasized. The result shows that the majority of employees would like to see that the talks will be held more frequently than once a year. One of the managers has in cooperation with his co-workers devel-oped a model based on that each year, in addition to salary talks, have an individual conversation, a conversation with each group and individual follow-up talks. Having a clear objective or goal of the discussions is also something that is requested and it is interesting that managers and employ-ees do not know what the management and staff units' purpose of the discussions is. The value of the talks could be that it is time to reflect and quietly get the chance to talk ready for what is set mode. Something that many had opinions about where the material used and they ex-pressed different views on how it could change. / Syftet med studien är att beskriva hur medarbetarsamtalen uppfattas av chefer, medarbetare och representanter för personalavdelningar. Empirin består av 15 intervjuer: respondenterna var två representanter för personalavdelningar, fyra enhetschefer och nio medarbetare, som arbetar på ett statligt verk eller en kommunal förvaltning. I studien utgår jag från ett sociokulturellt perspektiv tillsammans med det kommunikativa relationsinriktade perspektivet. Det senare utgör ett specialpedagogiskt perspektiv där sammanflätningen av delaktighet, kommunikation och lärande betonas. Resultatet visar att flertalet av medarbetarna gärna ser att samtalen hålls tätare än en gång om året. En chef har tillsammans med sina medarbetare utarbetat en modell som bygger på att varje år, förutom lönesamtal, ha ett individuellt samtal, ett samtal med varje grupp och ett individuellt avstämningssamtal varje år. Att ha ett uttalat syfte eller mål med samtalen är också något som efterfrågas och det är intressant att chefer och medarbetare inte vet vad ledningens och personalenheternas syfte med samtalen är. Värdet av samtalen kan vara att det blir tid att reflektera och i lugn och ro få möjlighet att prata färdigt om det som är angeläget. Något som många hade synpunkter på var det material som används och det uttrycktes olika uppfattningar om hur det kunde förändras.

Thesis (M.P.H.M. (Primary Health Care Management))--Mahidol University, 2008. / LICL has E-Thesis 0038 ; please contact computer services.

Thesis (M.P.H.M. (Primary Health Care Management))--Mahidol University, 2008. / LICL has E-Thesis 0038 ; please contact computer services.