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• W269165717 abstract "This study examines the functioning of an innovative 360-degree performance appraisal system among a sample of 75 employees at a Thai university. The data for the system came from supervisors, colleagues, clients and junior staff as well as from the employees themselves. The validity of the system was examined on two occasions. While all employees were satisfied with the system, support and clerical staff in the university were more satisfied than academic staff. A number of suggestions are made for improving the 'working' of such a system in a university environment. 1. Introduction It is the current policy of the government of Thailand that public or state should be helped and encouraged to become relatively independent autonomy universities under the supervision of the government. The aim is for these institutions not to become wholly independent profit-making bodies, but within a framework provided by the government to be as efficient as possible, making the fullest use of modern management techniques and practices. Of these resources probably the most important are the employees of the university who besides having to work towards the objectives can also, by their actions and attitudes, act as 'stimulators' for improvements in line with government. Certainly, without the full support of all the staff the government policy of having 'autonomous is unlikely to be successful. The study was conducted at a state university in Thailand, among the that the government wants to make more independent or autonomous-King Mongkut's Institute of Technology North Bangkok. The sample consisted of employees from this institution, both academic and administrative, particularly those clerical staff and academic support staff who appeared anecdotally to be worried and concerned that they would not be treated fairly by the appraisals, which in turn could affect their status as employees negatively. Prior to the present study, it was common for staff to resist change in general since they tended to believe that any alterations in their work situation would have negative effects for them. For these reason, it was felt necessary to have a proper plan that was systematically developed and carefully implemented. For something like appraisals it was believed that the scheme or system should be easy to understand and honestly applied in order to be acceptable to the staff at the institution. Moreover, the objectives of the system or scheme should correspond with those of the organization. Generally, people get interested in what and how they themselves are evaluated, so that they can improve themselves. Accordingly, it is suggested that 360-degree Appraisal Process, in which the performance of employees is judged by superiors, subordinates and colleagues as well as by the employees themselves may be suitable. Should such a scheme or system 'work' the behavior of employees ought to improve, their confidence raised and their morale strengthened, all of which should benefit both the organization and management. 2. Purposes There were two main aims for the research. First, to develop and implement a 360degree Appraisal Process to evaluate the job performance of academic support staff and administration clerical employees at King Mongkut's Institute of Technology North Bangkok. second, to assess the efficiency of the appraisal process and to measure the extent to which it leads to towards the improvement of staff job performance. 3. Research Method The research investigation can be divided into two phases. Phase 1 : The development of the 360-degree Appraisal Process. This was done firstly, by gathering and analyzing data held by the institution with regard to previous attempts to evaluate job performance of the academic supporting personnel and clerical staff. secondly, following recommended procedures, 360-degree Appraisal System was developed. Finally, a series of appraisal forms were designed and distributed, comprising the evaluation forms used by supervisors, colleagues and subordinates as well as the staff themselves in addition to an attitude scale to measure attitudes towards the 360degree Appraisal System itself. …" @default.
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• W269165717 date "2008-03-01" @default.
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• W269165717 title "The Development of a 360-Degree Performance Appraisal System: A University Case Study" @default.
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