Main Article Content
The objectives of this research are 1) to study the changes in the performance evaluation system 2) to study the changes in employee’s performance upon the implementation of the new performance evaluation system and 3) to study the opinions towards the former and new performance evaluation system in a family business company. The sample in this research was 38 employees with a minimum of two years of work experience in order to compare the differences in their performances. The data regarding the employee’s opinions were obtained through a set of questionnaires. Such data were statistically analyzed for hypothesis testing, using Pearson’s correlation coefficient, t-test, and regression analysis. The results indicated that the opinions towards the performance evaluation and management system have no correlation with the employee’s performance at 0.05 significance level. An in-depth interview was later conducted on eight
participants, indicating five factors that contribute to the inconsistency of the research findings between the literature review and hypothesis. These factors include: the provision of training regarding the performance evaluation and management system, criteria used in the performance management system, utilization of performance results in human resource management, acceptance of employees’ opinions, and provision of feedback –all of which reflect the academic concept and its application in the organization that are lacking in effective communication, feedback system, adaptation to the organizational culture, and change management.
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