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A Study on the Effect of Multi-faced Rating System on Organizational Performance in Public Corporations

  • Korean Society and Public Administration
  • Abbr : KSPA
  • 2011, 22(2), pp.149-173
  • Publisher : Seoul Association For Public Administration
  • Research Area : Social Science > Public Administration

박석희 1 김민웅 1

1가톨릭대학교

Accredited

ABSTRACT

Since the late 1990s, a multi-faced rating system has been rolled out in public organizations, as the emphasis has shifted to performance-oriented personnel management and away from seniority based or nepotistic management. However, critiques concerning the fairness and objectivity of the system have continued to emerge from the time it was enacted in most organizations. Thus, a multi-faced rating system which can be operated more fairly and objectively is required so as to enhance organizational performance via the effectiveness of evaluation. Against this background, this article empirically analyzes the benefits and problems of multi-faced rating systems through the case of a public corporation, utilizing a survey of 100 staff along with employee interviews. Firstly, it analyzes, via hierarchical regression analysis, the effect of four features of the rating system on the effectiveness of evaluation; evaluation criteria, reliability of evaluators, pre-training, and CEO support. Secondly, it analyzes the intervening effect of evaluation efficacy on three variables for organizational performance; organizational commitment, job satisfaction, and self-development opportunity.

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