This study is empirically intended to look into the effects of performance appraisal characteristics in each company on acceptance and organizational commitment according to organizational culture.
Most companies have been running a performance ap...
This study is empirically intended to look into the effects of performance appraisal characteristics in each company on acceptance and organizational commitment according to organizational culture.
Most companies have been running a performance appraisal system to evaluate organizational members' capabilities and performances and trying to raise their acceptance of performance appraisal as a major consideration when it comes to the stable operation and effectiveness of a system. In other words, a fair and objective performance appraisal system should be implemented in each company as organizational members' acceptance of performance appraisal has taken a big part of their motivation to work.
But employees' character, personality, school relation and regionalism have been used as evaluation factors or data of discriminatory reward and punishment with an emphasis on relative weakness between organizational members. Companies have been locked into the traditional performance technique, such as an annual top-down unilateral evaluation. Despite their efforts to raise organizational members' acceptance of performance appraisal, the proper evaluation of organizational members' capabilities and performances hasn't been done by the intervention of subjective, irrational and unfair evaluation factors.
The introduction of performance appraisal system was positive, but the operation result of it was still surrounded by affirmation and negation(Ha Mi-seung, 2004). In other words, the acceptance of performance appraisal system was a perennial issue because organizational members didn't often agree with the evaluation result from an evaluation system rather than deny the appropriateness of performance appraisal system(Lee Seok-hwan et al., 2000).
Recent studies showed that institutional, individual, environmental and experiential factors have been put forward as antecedents affecting the acceptance of performance appraisal(Gang Hwang-sun․Gwon Yong-soo, 2004; An Jai-ho, 2007; Nam Chang-woo․Lee Myung-sook, 2008, Gang Yeong-cheol, 2008). This study tries to do research based on organizational culture of factors in organization. The cultural characteristics will work from internal environment in organization, and moderate the relationship between characteristics and acceptance of performance appraisal system focused on the effects(Rainey, 2009) of organizational change-related systems on introduction and operation of programs.
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