Please use this identifier to cite or link to this item:
|Keywords: ||任務性績效;潛能;主管部屬交換關係;晉升力評分;task performance;potential;leader-member exchange;promotability rating|
|Issue Date: ||2015-07-31 01:47:25 (UTC+8)|
關鍵字：工作績效、潛能 、主管部屬交換關係、 晉升力評分
;With the development in politics, economy, culture, non-government communication and the establishment of many institutions, the economic relationship between Mainland and Taiwan is getting closer and closer. Due to frequent and increasing economic circulation during this period, the tendency and pattern of enterprise talents between Mainland and Taiwan become more complicated and variable. In the past several years, both sides have paid huge cost for the excavation, inspiration, training, assessment and employment; however, its effect didn’t work successfully. Since the economic reform and opening-up policy in 1978, the enterprise human resources between Mainland and Taiwan have evolved from directly external assignment extension to the west in Taiwan enterprises into position tendency in China-invested enterprises; therefore, the enterprise talents cultivation and management awareness improvement in Mainland laid a strong foundation in the role of global human recourses.
As for the applicants in Mainland and Taiwan human resource market, these people who prefer to pursue a job in Mainland hope to make an achievement in their career and get more promotion prospect; therefore, promotion prospect becomes the most important symbol of a successful career. In modern society, enterprise operator often use “Performance Potential Matrix” as a measure system to judge employee promotion, to measure employees ’behavior process, final performance achievement and adaptability in overall workplace environment, initiative learning willingness, and character and ability with adaptation of the enterprise value as the basis of the promotion ability. However, due to the fast development of global commercial activities the enterprise have been put in a more complicated and frequently move environment. The enterprise organization become more enormous and diverse and then depend on this method guided by the past and present variables (employee performance, final performance achievement) as a benchmark can’t totally predict the employees’ performance in a higher position. Especially in traditional culture in Mainland China to emphasis on the relationship analysis, the interactive relationship, interactive frequency and emotion devotion between employee and executive will affect the promotion to some extent, therefore, increasing the potential variant of future orientation as the proportion of employee promotion so that they can accurately get an appropriate subordinate promotion chance.
This research is delivered through questionnaire survey to 34 companies in building and construction business from both Mainland and Taiwan, the questionnaire will be issued by paper post, E-mail or delivery in person to the participants. The questionnaires were paired by managers and their subordinates. The potential and performance were evaluated by managers and person-supervisor fit was evaluated by managers’ subordinates. The results of regression analysis indicate that employees’ potential and task performance have positively related to promotability ratings.
Keywords: task performance, potential, leader-member exchange, promotability rating
|Appears in Collections:||[高階主管企管（EMBA）碩士班] 博碩士論文|
Files in This Item:
All items in NCUIR are protected by copyright, with all rights reserved.