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    题名: 考績面談與主管信任: 以行政院環境保護署為例
    其它题名: Performance appraisal interview and trust toward supervisors : a case of the Environmental Protection Administration, Executive Yuan
    作者: 黃子娟;Huang, Tzu-Chuang
    贡献者: 淡江大學公共行政學系公共政策碩士在職專班
    黃一峯;陳志瑋;Huang, Yi-feng;Chen, Chih-Wei
    关键词: 考績面談;主管信任;主管公平;Performance appraisal interviews;Supervisor's trust;Supervisor's fairness
    日期: 2016
    上传时间: 2017-08-24 23:44:49 (UTC+8)
    摘要: 本研究旨在探討行政院環境保護署公務人員在主管公平、主管信任及考績面談的關係,研究方法為參考國內外相關文獻,藉以建構「考績面談量表」、「主管信任量表」、「主管公平量表」,期藉本研究之發現,提出具體建議,以供政府機關參採。
    本研究正式問卷共發出220份,共回收107份問卷,有效樣本94份,所得資料以敘述性統計、獨立樣本t檢定、單因子變異數分析、皮爾森積差相關、廻歸分析等統計方法進行分析,爰獲得以下結論:
    一、瞭解行政院環境保護署人員在主管公平、主管信任及考績面談之關係。
    二、主管公平對主管信任具顯著正向影響。
    三、主管公平對考績面談具影響力。
    四、主管信任對考績面談具影響力。
    五、不同背景變項對主管公平、主管信任及考績面談並無顯著差異。
    透過本研究結果,得知增加考績面談對組織之主管公平及主管信任呈現正向之影響力,主管如能公平而不循私,是每位員工建立信任感的基礎,主管能否公平對待是決定主管信任的重要因素。當員工相信領導的主管,將會增加員工對主管的向心力,主管反饋更能使員工發展其潛力,員工變得更相信考績面談對自我發展有利。透過考績面談,可加強主管與部屬的溝通管道,有效建立發展對話,適時激勵部屬,會對現有的考績制度產生較高的信任程度,並採取主動及合作之態度。
    This study is aimed to explore the relationships between the Environmental Protection Administration civil servants in fairness of supervisors, trust of supervisors and performance appraisal interviews. In order to construct "Appraisal Interview Scale", "Competent Trust Scale", "Director of Equity Scale”, research methods refer to domestic and foreign related documents. Looking forward to proposing specific suggestions through this research for government agencies.
    In this study, the formal questionnaire issued a total of 220 copies, 107 questionnaires were collected, 94 were valid samples. Information with descriptive statistics, independent samples t test , one-way analysis of variance, Pearson product-moment correlation, regression analysis and other statistical methods lead to the following conclusions:
    First, understand the relationship between the Environmental Protection Administration staff in the fairness of supervisors, trust of supervisors and performance appraisal interviews.
    Second, the fairness of supervisors have a significant positive effect on the trust of supervisors.
    Third, the fairness of supervisors is influential to performance appraisal interviews.
    Fourth, trust of supervisors is influential to performance appraisal interviews.
    Five, there is no significant difference in the fairness of supervisors, trust of supervisors and performance appraisal interviews with different background variables.
    Through the results, we can see that increasing performance appraisal interviews is positive to an organization’s supervisor’s fairness and trust towards supervisor. If supervisors can be fair, it can help build trust between employees. Supervisors treat everyone fairly is a great factor to trusting the supervisor. When employees believe in their supervisor, it creates a great centripetal force towards the supervisor. Giving feedback lets employees develop their potential, makes them believe performance appraisal interviews is beneficial to self improvement. Through performance appraisal interviews strengthens communication between supervisor and employees, build development dialogue sufficiently, encourage subordinate duly, be initiative and cooperative, have more trust in the current performance appraisal interview system.
    显示于类别:[公共行政學系暨研究所] 學位論文

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