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|Title: ||考績面談與主管信任： 以行政院環境保護署為例|
|Other Titles: ||Performance appraisal interview and trust toward supervisors : a case of the Environmental Protection Administration, Executive Yuan|
|Authors: ||黃子娟;Huang, Tzu-Chuang|
黃一峯;陳志瑋;Huang, Yi-feng;Chen, Chih-Wei
|Keywords: ||考績面談;主管信任;主管公平;Performance appraisal interviews;Supervisor's trust;Supervisor's fairness|
|Issue Date: ||2017-08-24 23:44:49 (UTC+8)|
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.
|Appears in Collections:||[公共行政學系暨研究所] 學位論文|
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