The objectives of this thesis are: (1) to investigate the antecedents and consequences of fairness of performance evaluation processes (procedural fairness) in the context of performance measurement, evaluation, and reward systems; and (2) to investigate the behavioural effects of reliance on multiple performance measures (RMPM) in evaluating subordinates' performance. In relation to the first objective, it examines whether managers' perceptions of procedural fairness are influenced by the form (financial or nonfinancial) of performance measures used to evaluate performance, and by goal-related variables such as participation in setting performance targets, the goal-attainment-reward link, and the specificity of goals to be achieved by managers. With regard to the consequences of procedural fairness, it examines the effects of procedural fairness on job satisfaction, performance, organisational commitment, and goal commitment, and also examines whether any such associations are direct or indirect. In relation to the second objective, it examines whether RMPM affects managerial performance or whether the effect is contingent on goal difficulty and goal specificity. To address these objectives, this thesis draws on organisational justice theory and goal theory and employs both quantitative and qualitative approaches. Quantitative data are collected using a questionnaire survey sent to managers in four organisations and qualitative data are gathered by means of interviews and focus group discussions within the organisations. The results indicate that procedural fairness is affected by participation in setting performance targets, the goal-attainment-reward link, and the specificity of goals to be achieved by managers, but not by the type of performance measure used to evaluate performance. With regard to the consequences of procedural fairness, the results indicate that: (1) the effects of procedural fairness on job satisfaction and performance are indirect and fully mediated by distributive fairness, trust, and organisational commitment; (2) the effect of procedural fairness on organisational commitment is partially mediated by distributive fairness and trust; and (3) the effect of procedural fairness on goal commitment is partially mediated by trust. Finally, the results indicate that the effect of RMPM on performance is contingent on goal specificity, but not on goal difficulty.

Title of Thesis : A study on relationship between project manager behavior and employee job performance in Kaohsiung Rapid Transit building project Name of student: Hui-Wen Cheng Advisor: Dr. Jin-Feng Uen Abstract: The project style organization is normal state in many businesses. The purpose of mission of project is finish job quality by limit budget. Nowadays, Engineering or building project by cooperation to under take a large scale public engineering to resolve problems of plan, design and work. The combinations of project members are provisional, maybe they are work for the different departments for the same company or they work for different companies, maybe they are short-tern workers for project, so the employee source of project is complicated. And there are many important works for building projects, including control budget, plan, and resources distribution properly, so project management is difficult, and project manager¡¦s role is very important. Manager has to share information, trend participated leadership with team and discuss openly to solve problem to complete project. Manager also needs to encourage team members to work together in the project management. This case refers to several references, project manger behaviors defines the following: concern for people, information provide, job goals, external relations and performance rewords.Therefore, project manager behaviors for project organization of members have certain inflation and also has indirectly effect ion. This is a case of KMRT and studies between project manager behavior and employees of job performance including employees of job satisfied, employees of individual personality and job enrichment, etc. It also studies in some circumstances between project manager behavior and employees of job performance. These evidences show as followings¡G 1. Project manager emphasizes information provide and it obviously affect with employees of job performance. 2. Project manager emphasizes concern for people and it obviously affect with employees of job satisfaction. 3. Project manager emphasizes information provide and it obviously affect with employees of job satisfaction. 4. Job enrichment for project manager to emphasize performance and employee of job satisfaction is effective interruptedly. 5. Project employees of different departments for project manager to emphasize concern for people and employee of job satisfaction is effective interruptedly. 6. Age of project employees for project manager to emphasize external relations and employee of job satisfaction is effective interruptedly. 7. Project employees of different departments for project manager to emphasize external relations and employee of job satisfaction is effective interruptedly. 8. Project employees of different positions for project manager to emphasize external relations and employee of job satisfaction is effective interruptedly.