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Abstract The most important task in human resource management is to encourage and help employees to develop their potential so that they can fully contribute to the organization s goals. The main mechanism for an organization to control and influence the performance of its employees is the performance appraisal system. The current appraisal system for government employees in Taiwan has been criticized for being a mere formality and for rewarding employees by turns without regard to performance. Incentives for monetary rewards for hard work and accomplishments are thus lost. Because people in Taiwan and China belong to the same race and have the same language, a strong motivation exists to use China s performance appraisal system to examine Ta iwan s and to study whether China s system can be used as a model for Taiwan. With the increasing importance of China s role on the international stage and more frequent cross-strait communication between the people on both sides, each side s preconceptions towards the other can be eliminated through a better understanding of the other s performance appraisal system. This paper analyzes the theory of performance appraisals. Then it compares the two appraisal systems on both sides of the Strait and proposes improvements for Taiwan s appraisal system for government employees. This paper used document analysis and comparative study as the research method. Related books, periodical articles, research reports, and government documents, laws, and regulations were compiled. A comparative analysis was then made. This paper consists of six chapters. A summary of the content of each chapter is as follows: Chapter One: Introduction. This chapter presents the motivation for and the purpose of the study, as well as the research scope, structure, method, and limitations. Chapter Two: An Exploration of the Basic Concepts and Theories of the Performance Appraisal System. This chapter gives the significance, importance, orientation, and theory of the performance appraisal system, as well as a review of the literature. The purpose is to present a comprehensive and correct understanding of the iii
performance appraisal system. Chapter Three: The History and Current Condition of the Performance Appraisal Systems in Mainland China and Taiwan. Chapter three aims to give a further understanding of the performance appraisal systems in China and Taiwan by exploring the development of the appraisal systems and their current situation. The first two sections review the history and present status of Taiwan s system while the last two review Mainland China s. Chapter Four: An Analysis and Comparison of Appraisal Indicators and Methods used in Taiwan and China s Appraisal Systems. Section one discusses the appraisal indicators and methods used to appraise Taiwan s government employees. Section two presents those used to appraise Mainland China s government employees. Section three compares the appraisal indicators and methods used on both sides of the Strait. Chapter Five: An Analysis and Comparison of Appraisal Procedures and Results of Appraising Government Employees of China and Taiwan. This chapter is divided into three sections investigating the following subjects: appraisal procedures, the application of appraisal results, and a comparison to identify differences and similarities. Chapter Six: Conclusion and Suggestions. This chapter provides a conclusion and gives suggestions for future studies. According to the author s findings, the performance appraisal system for government employees is complex. The performance appraisal systems for government employees of Mainland China and Taiwan have differences as well as similarities. Generally, Taiwan s system is more objective and fair, safeguarding procedural equity more carefully. China s system; however, has its own strengths which are worth learning. These include the establishment of the appraisal indicators and the functions of the appraisal organizations. Therefore, it is not appropriate to disregard its strengths due to political differences. iv
Key words: performance appraisal system for government employees, appraisal indicators, appraisal method, appraisal procedure, application of appraisal result v
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