Title page for etd-1018112-222548


[Back to Results | New Search]

URN etd-1018112-222548
Author Hsin-chang Tu
Author's Email Address No Public.
Statistics This thesis had been viewed 5346 times. Download 4 times.
Department Business Management
Year 2012
Semester 1
Degree Master
Type of Document
Language zh-TW.Big5 Chinese
Title An enquiry to the introduction process of new appraisal system with action research
Date of Defense 2012-09-24
Page Count 100
Keyword
  • Organizational Change
  • Performance appraisal
  • Organizational justice
  • Grounded theory
  • Action Research
  • Abstract The introduction of a new appraisal system has been seen as a common practice for firms to map its strategic goals and organizational objectives. Such a practice can be seen as a kind of organizational change. Previous studies on the introduction of new appraisal system tend to adopt a cross-sectional approach to examine the effect of the new appraisal system from various dimensions. In the mean time, how the new appraisal system is forming and how the member of organizations affect the shaping of the appraisal system are basically neglected. In order to fill this gap, this research adopted a longitudinal perspective to examine how a sub-business unit (SBU) of L Company introduced a new appraisal system. We particularly concerns how this new appraisal system is shaping, why the leader of this SBU introduced a new appraisal system, how employees react to the introduction of this new system, how leaders and employees perceive the change of the appraisal system.
    A grounded approach was implemented to explore the introduction process of this new appraisal system. Action research was used as the main research method. Information was collected from the participation of the introduction of the new appraisal system based on interview, observation, field log, and internal data of the firm.
    In this study, we find that the introduction of new appraisal system was driven by the change of external environment and the motivation of the leader of the SBU. Additionally, employees would resist the change of the new appraisal system. Such a resistance was caused by the change of routine, the perception of the reasonability and the sense of equities. The new appraisal system, in essence, was the outcome of the communication between the leader and the employees of this SBU. At last, leader and employees viewed appraisal system differently. The leader saw the new appraisal system as a means to realize strategies, while employees tended to perceive the change of appraisal system as a punishment.
    Advisory Committee
  • Jen-Jsung Huang - chair
  • Ching-fang Lee - co-chair
  • Chih-yuan Wang - advisor
  • Files
  • etd-1018112-222548.pdf
  • Indicate in-campus at 3 year and off-campus access at 99 year.
    Date of Submission 2012-10-18

    [Back to Results | New Search]


    Browse | Search All Available ETDs

    If you have more questions or technical problems, please contact eThesys