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    Title: 應用360o回饋於臺商企業高階主管評鑑之研究 : 以一位金融業高階主管為例
    Other Titles: Accessing Taiwanese enterprises senior managers through 360-degree feedback evaluation : a case study of a financial industry senior manager
    Authors: 何廷鈞;Ho, Tin-Chun
    Contributors: 淡江大學中國大陸研究所碩士班
    陶治中;Tao, Chih-Chung
    Keywords: 360度回饋;評鑑制度;360-degree feedback;Evaluation
    Date: 2012
    Issue Date: 2013-04-13 10:32:40 (UTC+8)
    Abstract: 本研究是將360度回饋評鑑制度套用在台商企業高階主管評鑑之研究,研究方法採用個案研究法與深度訪談法,以一位金融業高階主管為例,實際運用360度回饋來評鑑該名主管在工作上的表現。擔任評鑑者的為總經理、同儕主管、親人,與受評者本人,使用評鑑量表針對其工作表現來提供回饋和建議。
    透過深度訪談受評者與評鑑者,找出360度回饋實際運用於企業的看法,包括評鑑者與受評者來源、公平性、接受性、有效性,及困難與限制。根據訪談的研究對象所提出的看法以及研究發現,提出幾點結論:
    一、 同儕與親人評鑑者須限制資格條件。
    二、 避免人情因素和職場倫理,評鑑者須匿名。
    三、 評鑑量表的設計須配合受評者的專業領域。
    四、 為了提高回饋建議的正確性與增進員工彼此交流,須建立評鑑者與受評者的溝通管道。
    五、 360度回饋的資料蒐集過程須多元化,並且拉長蒐集時間。
    六、 本研究對象對360度回饋的公平性看法分歧。
    七、 360度回饋評鑑結果可用於評選優良員工,但禁止納入人事異動的參考依據。
    八、 本研究對象皆認同360度回饋的收穫程度相近。
    九、 360度回饋的困難與限制有企業重視評鑑的程度、評鑑量表的設計、組織文化、人情壓力、人際關係、評鑑者主觀問題。
    十、 影響企業主管對360度回饋評鑑的看法因素有受評者個人風格、人際關係、評鑑者與受評者是否認識、評鑑時間的設定、評鑑結果呈現方式與運用。
    The research is based on the possibility of bringing “360-degree feedback” into evaluation for Taiwanese enterprises and senior managers. This research is according to studying research for individual and interviewing in details. This research is mainly focus on Taiwanese enterprises and senior managers by using “360-degree feedback” to evaluate how a financial industry senior manager performed well in working, even for school directors in each faculty and the teacher being evaluated.
    Through this interview in details will find out the possible way for doing the evaluation. The view of doing this evaluation is according to the resource of the evaluation and the evaluated person, a sense of justice, acceptability; achievement of different levels, the difficulties and the limited condition. Through the research found out if “360-degree feedback” want to be used to evaluate how senior manager must consider the following conditions:
    1. Limit the qualification for the senior manager and relatives being evaluated.
    2. In order to avoid the factors of human feeling and employment ethics, the evaluators must hide up the real name.
    3. The design of the evaluation sheet for “360-degree feedback” must coordinate the resource of evaluators and the professional background of the evaluated senior manager.
    4. Build a platform of communicating between the evaluators and the evaluated senior manager to achieve the rights and necessarily of idea providing by 360-degree feedback.
    5. Information collecting of 360-degree feedback must diversification, and the collect time have to stretched.
    6. The different view of fair dealing for 360-degree feedback towards the people through the research.
    7. The evaluation result for “360-degree feedback” can be used the selection of good employees, but can’t be used for the personnel changes of the reference.
    8. This research object to “360-degree feedback” the harvest degree is close.
    9. The difficulty and limit of “360-degree feedback” is the company takes the evaluation the degree, the design of the evaluation sheet, organization culture, the human sentiment pressure, the interpersonal relationship, the subjective awareness of evaluator.
    10. The influence enterprises senior managers the feasible view factor have to “360-degree feedback” are the evaluated senior manager’s individual special characteristic, personal style, the interpersonal relationship, the evaluators and the evaluated senior managers understanding or not, the time hypothesis of evaluation, and the result to present the way and the utilization of the evaluation.
    Appears in Collections:[中國大陸研究所] 學位論文

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