This study investigates the effect of government's management assessment (GMA) towards quasi-governmental organizations on the job satisfaction, organizational commitment (OC) of their employees. Since 2004 when GMA system was introduced, little research has been implemented concerning the feasibility and effectiveness of GMA and its influence on the workers employed in the quasi-governmental agencies. Moreover, indices assessing management were varied and diverse across agencies, and thus, limited to the internal assessment of each organization.
To fill the research gap, this study attempts to conduct an empirical case study on K Corporation, a quasi-governmental organization that is undergoing a management assessment process. K Corporation established internal performance assessment indices of the organization and employees in connection with strategic goals and strategic tasks based on three major policies focused on the organization's management goals efficiently. An ad hoc commission strives to enhance performance by posting an internal assessment handbook every year to contribute to the creation of value for construction work, by checking, assessing, and returning performance results on a regular basis and compensating individual employees differently for their performance by objective criteria.
Based on the theoretical background of the GMA system, this study conducted a survey of K Corporation employees and analyzed whether the GMA system had a positive or negative effect on organizational behaviors. The findings of this study are summarized as follows.
First, six hypotheses that the understanding, acceptance, and education of the GMA will have a positive effect on job attitude. The lack of systematic education on the GMA showed that the hypothesis of understanding system, acceptability, education and job satisfaction of the GMA was not significant. In addition, understanding and education were found statistically significant for OC. The acceptability was found to be insignificant with the OC.
Second, four hypotheses that the evaluation index and the evaluation process will have a positive effect on the attitude of the job was made. The evaluation index was significant for the job satisfaction, and the evaluation process was not significant for the job satisfaction. Also, evaluation index and evaluation process were found not to be statistically significant for both OC.
Third, six hypotheses that usefulness, reflux, and compensation, which are the result factors of the GMA, will positively affect job attitude. Usefulness, reflux, and compensation were all statistically significant for job satisfaction. Also, Reflux and compensation were found statistically significant for OC. On the other hand, usefulness was not statistically significant for OC.
In conclusion, the following measures are proposed to improve the GMA system of the K Corporation. First, it is most important for the members to change their perception of the system in order to increase the acceptability of GMA. In other words, there needs to be a change of perception that the government should harmonize innovation and social values required by the government in addition to the current organizational integrity. Second, a positive thinking about the system should be raised through systematic training on the objectives and procedures of the evaluation system. Third, strengthening the reflux system for assessment results requires the use of long-term indicators and the development of embedded performance indicators that are recognizable to members, rather than short-term aspects of the assessment index. However, since this research is limited to a single organization, K Corporation, among various quasi-governmental agencies, future research is suggested to generalize the findings of this study to other quasi-governmental organizations.