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題名 A Study to Measure Satisfaction with Evaluation System in the Taipei, Hong Kong and Shanghai City Police Department as a Motivational Concept
作者 洪清火
Hung, Ching huo
貢獻者 趙國材
Chao, Kuo Tsai
洪清火
Hung, Ching huo
關鍵詞 Employee’s satisfaction
Evaluation system
Motivational concept
日期 2007
上傳時間 19-Sep-2009 13:57:59 (UTC+8)
摘要 Employee’s need satisfaction requires benefits or environmental conditions that their expectances and fulfill their needs.
Evaluation system means that a personnel system which evaluates civil servants include a merit-based performance evaluation system that rewards good employees and punishes poor ones, open and fair competition in recruitment and promotion to assure the quality of government officials, and a system based on law that provides continuity and consistency for government policies.
Motivational concept is a concept of work motivation incorporating theories of motivation-concept that have been proposed in the sociological and psychological literatures. Traditional theories of work motivation are reviewed and presented. How the motivational-concept influences behavior in organizations is explained and used to develop a theory of motivational sources.
The purpose of this study is to measure satisfaction with evaluation system in the Taipei, Hong Kong and Shanghai City Police Department as a motivational concept. A 39-item survey questionnaire was developed to conduct a survey on satisfaction with evaluation systems in order to measure what kinds of motivation were more effective for police personnel management in the Taipei, Hong Kong and Shanghai City Police Department, and to get a comprehensive understanding of the motivational concept in the above mention Department. The conclusions of this study are presented as follows:
1. The Taipei City Police Department Side:
（1）. For an “A” assessment the evaluation system should not restrict the proportion of employees to be assessed on this level to 75%.
（2）. The current evaluation system should be in accordance with a fair reward-punishment system.
（3）.The current reward-punishment imbalance is due to different positions and functions, there should be a limitation of reward as well as overtime pay.
2. The Hong Kong City Police Department Side:
（1）. The majority of respondents think that the current evaluation system is fair, so the whole evaluation process satisfies them, and the current system of rewards and punishments is just and fair.
（2）. Some issues, in evaluation system, are too abstract to be useful for and the opinions of evaluation should be assessed according to or refer to some incident and should not be based on the evaluator’s personal and subjective impressions.
（3）. Except for rewards given to the first line of staffs (directly with people), proper awards also should be given to support and logistic employees.
3. The Shanghai City Police Department Side:
（1）. Although the reward-punishment evaluation system exists in this evaluation system, it can’t be used for the function of removing a staff member who performs very badly. The main reason is that in China personal relationships in traditional society are beyond any similar system, which evaluated based on managerial power.
（2）.The proportion of “excellent” grades where employee are to be assessed limited on this level 10%, and can not exceed at most 15 %. No matter if employees work performance is good or bad, they are forced to accept this quota; and actually have hurt those who work with enthusiasm.
（3）. Formulate and perfect an incentive mechanism for the evaluation system, and research corresponding coordinative systems to offer systematic support for the reward-punishment system.
參考文獻 1.References
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Aufrecht, Steven E., L Si Bun, (1995) “Reform with Chinese Characteristics: The Context of Chinese Civil Service Reform.”, Public Administration Review, 55, 23.
Bill K. P., Chou (2004) “Civil Service Reform in China, 1993-2001: A Case of Implementation Failure.” China: An International Journal, 2(2), 210-34.
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Headry, C., & Pettigrew, A., (1990) “Human Resource Management: An Agenda for the 1990s.” Human Resource Management, 1(1), 17-44.
Higgins, L.T.; C. H. Sun., (2002) “The Development of Psychological Testing in China.”, International Journal of Psychology, 37(4), 246-54(9).
Howard, J. K., & Natasha, A. W, (2000) “the Effectiveness of an Organizational-Level Orientation Training Program in the Socialization of New Hires.”, Personnel Psychology, 5, 47-66.
Huque, A. S. and L. Vyas,(2008). “Expectations and Performance: Assessment of Public Service Training in Hong Kong.” The International Journal of Human Resource Management, 19(1), 188 – 204.
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15(1), 71-121.
Jamieson, Susan, (2004). “Likert scales: how to use them.”, Medical Education, 38(12), 1217-18.
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Lee, Grace O.M. and Ahmed Shafiqul Huque,(1996) “Hong Kong: Administrative Reform and Recent Public Sector Changes — The Institutionalization of New Values.”, Australian Journal of Public Administration, 55(4), 13-21.
Lee, Jincheng, (2006) “China’s Human Resources Development and Public Sector Reform Facing Economic Globalization”, Institute of Administrative Science Ministry of Personnel of PRC.
Lin, Chia-Cheng (2005). “Government Reform and Human Resources: The Taiwan Experience”,國家菁英季刊, 1(2), 1-20.
Linden, Wim J. van der, Ronald K. Hambleton, Handbook of Modern Item Response Theory,(N.Y.: Springer, 1997).
Meyer, J. P., & Allen, N. J., (1991) “A Three-Component Conceptualization of Organizational Commitment.”, Human Resource Management Review, 1(1), 61-98.
Moorman, R. H., Blakely, G. L. & Niehoff, B. P.(1998). “Does Perceived Organizational Support Mediate the Relation between Procedural Justice and Organizational Citizenship Behavior?”, Academy of Management Journal, 41, 351-357.
Nkomo, S. M., (1998). “Strategic Planning for Human Resources-Let’s Get Started.”, Long Range Planning, 21(1), 66-72.
Organ, D. W, (1990) “The Motivational Basis of Organizational Citizenship Behavior.”, Research in Organizational Behavior, 12, 43-72.
Pan, W, (2003) “Toward a Consultative Rule of Law Regime in China.”, Journal of Contemporary China, 12(34),3-43(41).
Peters, Guy, Jon Pierre, Handbook of Public Administration,(NY:SAGE, 2003).
Rawski, Thomas G., (1995). “Implications of China`s Reform Experience.”, The China Quarterly, 144, 1150-73.
Richard, Heslop, (2006) “Doing a Maslow: Humanistic Education and Diversity in Police Training”, the Police Journal, 79(4), 331-42.
Silverthorne, Colin, (1999) “Motivation and Management Styles in the Public and Private Sectors in Taiwan and a Comparison with the United States.”, Journal of Applied Social Psychology, 26(20), 1827-37.
Tai, Benny Y.T., (2007) “Developing an Index of the Rule of Law: Sharing the Experience of Hong Kong.”, Asian Journal of Comparative Law, 2(1), 4.
Tarng, Ming-Yueha, Hsieh, Charng-Hona and Deng, Tzu-Jeng, (2001). “Personal Background and Reasons for Choosing a Career in Policing An Empirical Study of Police Students in Taiwan.”, Journal of Criminal Justice, 29(1), 45-56.
Tong, Caroline Haiyan , Jeffrey D. Straussman, Walter D. Broadnax.,( 1999) “Civil Service Reform in the People`s Republic of China: Case Studies of Early Implementation”, Public Administration and Development, 19(2), 193–206.
Warner, Malcolm, Human Resource Management in China Revisited, (NY: Routledge, 2005).
Wescott, Clay G, and L. R. Jones, (2007) “Managing Urban Growth in Asia.”, Journal of Comparative Policy Analysis: Research and Practice, 9(4), 337 – 49.
Wu, Chuan-Cheng and Chiang, Yu-Chen, (2007) “The Impact on the Cultural Diversity to Employees` Job Satisfaction between Mainland China and Taiwan: a Comparison of Taiwanese Invested Companies.”, The International Journal of Human Resource Management, 18(4), 623 – 41.
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Zhang, Wei Ying, (2005) “Plan for Reforming Beijing University`s Engagements and Promotions System.”, Chinese Education & Society,38(2), 7-61.
Zimmerman, M. A., (1995) “Psychological empowerment: Issues and illustrations.”, American Journal of Community Psychology, 23(5), 581-599.
2.中文部分
（1）著作
丁維新　　警察勤務新論。桃園：中央警察大學，1998年。
吳明隆　　統計應用學習實務-問卷分析與應用統計。台北：知城數位科技
有限公司。
林欽榮　　人力資源管理。台北：揚智文化，2002年。
黃英忠　　人力資源管理。台北：三民書局，2003年。
黃英忠　　現代人力資源管理。台北：華泰文化，1990年。
張火燦　　策略性人力資源管理。台北，揚智文化，1998年。
陳海鳴　　管理概論：理論與台灣實證。台北，華泰文化，2003年。
陳麗娟　　法學概論。台北：五南圖書，2005年。
彭和平　　公共行政管理[M]。北京：中國人民大學出版社，2004年。
郭　濟　　鄧小平行政管理思想概論。北京：中央文獻出版社，2001年。
吳美連、林俊毅　　人力資源管理：理論與實務。台北：智勝文化，2002年。
婁成武、魏淑豔　　公共政策學。瀋陽：東北大學出版社，2003年。
舒　放、王克良　國家公務員制度教程。北京：中國人民大學出版，2001年。
錢再見等著　　　公務員制度創新與實施。廣州：廣東人民出版社，2002年。
（2）期刊、學報
王惠珠 公務人員考績制度改革芻議。
考銓季刊，2001年10月，頁100-111。
任可怡 公務人員考績制度定位、功能及考核方法之研究。
人事行政季刊，　2002年4月，頁21-32。
朱金池　　我國警勤區佐警績效考核之研究。
警學叢刊，1997年9月，頁149-159。
呂育誠　　公務人員考績法明訂列等人數比例問題之研究。
公務人員月刊，2003年6月，頁31-51。
呂育誠　　公務人員績效評量結果融入陞遷制度之研究（上）。
公務人員月刊：2005年12月，頁10-17。
呂育誠　　公務人員績效評量結果融入陞遷制度之研究（下）。
公務人員月刊：2006年1月，頁15-19。
李湧清　　警察績效考核之理論與實務。警學叢刊，第24卷第2期，頁20。
洪國平　　我國公務人員考績制度之研究。
人事行政季刊，1999年2月，頁52-69。
施嘉明　　一次記二大功獎勵的省思。考選週刊第七五七期，2000年，頁1。
張瓊玲　　公務人員考績制度之功能發揮與檢討展望。
考銓季刊，2005年7月，頁122-134。
張德銘等　警察人員陞遷考核之專案調查研究。
監察院，2003年3月，頁311。
程本清　　從激勵理論探討我國公務人員之陞遷制度。
人事月刊，1998年，頁44-51。
黃淑芬　　公務人員績效考核與俸給制度連結之建議。
公務人員月刊，2006年9月。
陳金貴　　人力資源管理應用在公共部門的探討（上）。
人事月刊，1995年，第21卷第3期，頁33-37。
陳金貴　　公務人員陞遷制度的施行問題與展望。
人事月刊，2004年5月，頁9-22。
陳昀孜　　公務人員考績制度改革之分析。
人事月刊，2006年1月，頁29-37。
郭倩茜　　我國建構績效導向公務人員陞遷制度可行性分析─
公務人員的看法。臺南科大學報，2006年10月，頁467-494。
賴富源　　公務人員陞遷制度之研究-上。
公務人員月刊，2005年12月，頁18-19。
賴富源　　公務人員陞遷制度之研究-下。
公務人員月刊，2006年1月，頁20-23。
銓敘部　　警察人事法制相關問題之檢討研究。2001年10月，未出版。
蔡秀涓、施能傑　　公務人員懲處制度變革的反省－策略性管理觀點。
月旦法學雜誌第57期，2000年，頁40-56。
（3）學位論文
黃富村　犯罪預防績效評估之研究—以台北市政府警察局實施社區警正預防犯罪措施為例。中央警察大學行政警察研究所碩士論文。
劉家駒。由組織及均衡觀點探討職位結構、組織承諾與承諾管理關係之研究。國立政治大學企業管理研究所博士論文。
3.網路部分
http://news.ftv.com.tw。
http://www.police.gov.hk/hkp-home/english/index.htm。
http://www.police.gov.hk/police/policecollege/english/。
描述 碩士
國立政治大學
中國大陸研究英語碩士學程(IMCS)
95925020
96
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0095925020
資料類型 thesis
dc.contributor.advisor 趙國材zh_TW
dc.contributor.advisor Chao, Kuo Tsaien_US
dc.contributor.author (Authors) 洪清火zh_TW
dc.contributor.author (Authors) Hung, Ching huoen_US
dc.creator (作者) 洪清火zh_TW
dc.creator (作者) Hung, Ching huoen_US
dc.date (日期) 2007en_US
dc.date.accessioned 19-Sep-2009 13:57:59 (UTC+8)-
dc.date.available 19-Sep-2009 13:57:59 (UTC+8)-
dc.date.issued (上傳時間) 19-Sep-2009 13:57:59 (UTC+8)-
dc.identifier (Other Identifiers) G0095925020en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/37478-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 中國大陸研究英語碩士學程(IMCS)zh_TW
dc.description (描述) 95925020zh_TW
dc.description (描述) 96zh_TW
dc.description.abstract (摘要) Employee’s need satisfaction requires benefits or environmental conditions that their expectances and fulfill their needs.
Evaluation system means that a personnel system which evaluates civil servants include a merit-based performance evaluation system that rewards good employees and punishes poor ones, open and fair competition in recruitment and promotion to assure the quality of government officials, and a system based on law that provides continuity and consistency for government policies.
Motivational concept is a concept of work motivation incorporating theories of motivation-concept that have been proposed in the sociological and psychological literatures. Traditional theories of work motivation are reviewed and presented. How the motivational-concept influences behavior in organizations is explained and used to develop a theory of motivational sources.
The purpose of this study is to measure satisfaction with evaluation system in the Taipei, Hong Kong and Shanghai City Police Department as a motivational concept. A 39-item survey questionnaire was developed to conduct a survey on satisfaction with evaluation systems in order to measure what kinds of motivation were more effective for police personnel management in the Taipei, Hong Kong and Shanghai City Police Department, and to get a comprehensive understanding of the motivational concept in the above mention Department. The conclusions of this study are presented as follows:
1. The Taipei City Police Department Side:
（1）. For an “A” assessment the evaluation system should not restrict the proportion of employees to be assessed on this level to 75%.
（2）. The current evaluation system should be in accordance with a fair reward-punishment system.
（3）.The current reward-punishment imbalance is due to different positions and functions, there should be a limitation of reward as well as overtime pay.
2. The Hong Kong City Police Department Side:
（1）. The majority of respondents think that the current evaluation system is fair, so the whole evaluation process satisfies them, and the current system of rewards and punishments is just and fair.
（2）. Some issues, in evaluation system, are too abstract to be useful for and the opinions of evaluation should be assessed according to or refer to some incident and should not be based on the evaluator’s personal and subjective impressions.
（3）. Except for rewards given to the first line of staffs (directly with people), proper awards also should be given to support and logistic employees.
3. The Shanghai City Police Department Side:
（1）. Although the reward-punishment evaluation system exists in this evaluation system, it can’t be used for the function of removing a staff member who performs very badly. The main reason is that in China personal relationships in traditional society are beyond any similar system, which evaluated based on managerial power.
（2）.The proportion of “excellent” grades where employee are to be assessed limited on this level 10%, and can not exceed at most 15 %. No matter if employees work performance is good or bad, they are forced to accept this quota; and actually have hurt those who work with enthusiasm.
（3）. Formulate and perfect an incentive mechanism for the evaluation system, and research corresponding coordinative systems to offer systematic support for the reward-punishment system.		en_US
dc.description.tableofcontents TABLE OF CONTENTS
ACKNOWLEDGEMENTS
ABSTRACT
Chapter 1 Introduction
1. Introduction----------------------------------------1
1.1. Research Motive-----------------------------------3
1.2. Research Question and Range ----------------------5
1.3. Research Structures ------------------------------6
1.4 .Research Steps------------------------------------7
Chapter 2 Literature Review
2.1 Definition of Constructs --------------------------8
2.1.1. Implementation of Evaluation System-------------8
2.1.2. Implementation of Reward-Punishment System------9
2.1.3. Motivational Concept----------------------------10
2.1.4. Employee Satisfaction---------------------------10
2.2. Current System and Practice-----------------------11
2.2.1. The Taipei City Police Department---------------11
2.2.2. The Hong Kong Police City Department------------14
2.2.3. The Shanghai Police City Department-------------20
2.3. Maslow’s Hierarchical Order of Human Needs-------24
2.4. Adams` Theory-------------------------------------27
2.5. Fairness Model------------------------------------27
2.6. Distribution Rules: Rules of Social Exchange------28
Chapter 3 Research Method
3.1. Research Hypotheses ------------------------------30
3.2. Participants and In-depth Interviews--------------30
3.3. Data Analysis Method------------------------------31
Chapter4. Analysis and Discussion of the Result of Study
4.1. The Taipei City Police Department ----------------35
4.1.1. Personal Information Analysis of Sample---------35
4.1.2. Implementation of Evaluation System-------------39
4.1.3. Implementation of Rewards and Punishments ------45
4.1.4. As a Motivational Concept to Measure------------48
4.1.5. Quantization Analysis --------------------------61
4.1.6. Brief Summary-----------------------------------94
4.2. The Hong Kong City Police Department -------------98
4.2.1. Personal Information Analysis of Sample --------98
4.2.2 Implementation of Evaluation System--------------101
4.2.3. Implementation of Rewards and Punishments-------107
4.2.4. As a Motivational Concept to Measure -----------111
4.2.5. Brief Summary ----------------------------------120
4.3. The Shanghai City Police Department --------------127
4.3.1. Analysis of System and Question-----------------127
4.3.2. In-depth Interview Response---------------------128
4.3.3. Brief Summary ----------------------------------133
Chapter 5 Conclusion
5.1. Finding and Suggestion----------------------------137
5.1.1. The Taipei City Police Department Side----------137
5.1.2. The Hong Kong City Police Department Side-------139
5.1.3. The Shanghai City Police Department Side--------140
5.2. Research Limitations and Suggestion of Further Research-----------------------------------------------143
Reference----------------------------------------------145
Appendix ----------------------------------------------154		zh_TW
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dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0095925020en_US
dc.subject (關鍵詞) Employee’s satisfactionen_US
dc.subject (關鍵詞) Evaluation systemen_US
dc.subject (關鍵詞) Motivational concepten_US
dc.title (題名) A Study to Measure Satisfaction with Evaluation System in the Taipei, Hong Kong and Shanghai City Police Department as a Motivational Concepten_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 1.Referenceszh_TW
dc.relation.reference (參考文獻) Abramson, Paul R, Ronald Inglehart, Value Change in Global Perspective,(NY: University of Michigan Press, 1995).zh_TW
dc.relation.reference (參考文獻) Armeil, S., Eisenberger, R., Fasolo, P. & Lynch, P., (1998) “Perceived Organizational Support and Police Performance: the Moderating Influence of Socio Emotional Needs.” Journal of Applied Psychology, 83(2), 288-297.zh_TW
dc.relation.reference (參考文獻) Aufrecht, Steven E., L Si Bun, (1995) “Reform with Chinese Characteristics: The Context of Chinese Civil Service Reform.”, Public Administration Review, 55, 23.zh_TW
dc.relation.reference (參考文獻) Bill K. P., Chou (2004) “Civil Service Reform in China, 1993-2001: A Case of Implementation Failure.” China: An International Journal, 2(2), 210-34.zh_TW
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