|Attitude towards upward appraisal : differences between managers and subordinates : an empirical study in electronic component distributor
|Executives -- Rating of -- China -- Hong Kong -- Case studies
Employee attitude surveys -- China -- Hong Kong
Hong Kong Polytechnic University -- Dissertations
|Department of Management
|60,  leaves : ill. ; 31 cm
|As a step towards increasing understanding of Upward Appraisal processes, this study examined the attitude of managers towards Upward Appraisal and the attitude of subordinates towards Upward Appraisal. Variables examined included managers' attitude towards Upward Appraisal, subordinates' attitude towards Upward Appraisal, subordinates' satisfaction of managers' leadership, subordinates' trust in managers, managers' trust in subordinates. The subjects were from the same company. A questionnaire using Lipert scale format was given to all the 51 employees of the company. 45 employees responded, out of which 11 were responded as a manger and 34 responded as a subordinate. Results showed that managers and subordinates had similar and positive attitude towards using Upward Appraisal for managers' development purpose. However, their attitude towards using Upward Appraisal for manager's assessment purposes (such as for salary review, promotion consideration) was different. Subordinates had a positive attitude towards this use of Upward Appraisal whereas managers had a negative attitude towards this use of Upward Appraisal. There was no correlation between subordinates' attitude towards Upward Appraisal and their satisfaction of managers' leadership. There was no correlation between subordinates' attitude towards Upward Appraisal and their trust in managers. Nevertheless, there was positive correlation between managers' attitude towards Upward Appraisal and their trust in subordinates. Implications for using Upward Appraisals in organizations are discussed.
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