Individual’s Performance Evaluation Model of High-Tech Firms in Science Parks of Taiwan

  • Tina C. Chiao
Part of the Advances in Intelligent and Soft Computing book series (AINSC, volume 146)


Performance evaluation aims to probe into individuals’ job performance and progress in order to discover the employees’ potential of being promoted and construct employees’ individual career planning. Therefore, performance evaluation is a kind of systematic approach to acquire, analyze and record individuals’ job performance. By the evaluation, the supervisors can improve the employees’ performance, plan their career, enhance their self-growth and enhance the outcome of business operation. Main purposes of performance evaluation in most of firms are summarized as wage adjustment, promotion, employment and discharge, bonus 5, job guidance, potential development, career planning in addition to manpower planning. The first four purposes refer to assessment, reward and punishment of “reaction” and the last four are “development” approaches. In order to meet the purposes of evaluation, by questionnaires, the researcher probes into the cognition and current implementation of performance evaluation on small and medium traditional enterprises in Taiwan.


Performance evaluation Potential development Supervisors 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    Cascio, W.F.: Managing Human Resources: Productivity, Quality of work life, Profits. Mc Graw-Hill, New York (1990)Google Scholar
  2. 2.
    Chang, H.T.: Strategic Human Resource Management. Yang-Chih Book Co. Ltd (1996)Google Scholar
  3. 3.
    Lai, H.C.: Performance evaluation is the tool to measure the productivity and competitiveness of firms and the outcome of organizational and individual behavior. Master’s thesis, Institute of Management, Soochow University, Taiwan (1994)Google Scholar
  4. 4.
    Latham, G.P., Cummings, L.L., Mitchell, T.R.: Behavioral Strategies to Improve Productivity. Organizational Dynamics 9(3), 4–23 (1981)CrossRefGoogle Scholar
  5. 5.
    Williams, R.E., Murphy, K.R., Cleveland, J.N.: Multiple Uses of Performance Appraisal: Prevalence and Correlates. Journal of Applied Psychology 21(5), 32–45 (1989)Google Scholar

Copyright information

© Springer-Verlag GmbH Berlin Heidelberg 2012

Authors and Affiliations

  1. 1.Department of Business AdministrationYu-Da UniversityMiaoliTaiwan , R.O.C.

Personalised recommendations