Analysis the Structural Relationship of Among Organizational Members between Job Complexity, Goal Orientation, Performance Evaluation, and Fairness Perception

Abstract

This paper analyzes the relationship between the major factors in the organization that affect the performance evaluation of members, and then draws implications for enhancing the effectiveness of member performance management. This study aims to focus on identify the effect of the performance evaluation fairness perceived by IT company members on goal orientation and the mediating effect of job complexity in this process. The result of the hypothesis test shows that the performance evaluation fairness perceived by the members has a direct positive effect on the job complexity and the goal orientation, and as the fairness of the performance evaluation is secured, the job complexity and the goal orientation are improved. Second, job complexity has a direct positive effect on goal orientation, and it is confirmed that goal orientation is improved as more complex job is pursued and preferred. Finally, it has been confirmed that the impact on the goal orientation of fairness in performance evaluation has a greater indirect impact on job complexity than on direct effect, and task complexity has an effect on measured by parameter. That is, as members are given the right level of job complexity, the better they perceive their attitude, the more their goal oriented of fairness are perceived in performance appraisal. Through discussion of the results of the study, fair performance assessments in the organization allowed members to prefer challenging tasks in complex work situations and more targeted them as opportunities for growth and learning, thus making their attitudes more relevant. In particular, it could be concluded that the task of adequately setting challenging levels of task appropriate to the organization or task situation was crucial to ensure effectiveness in implementing member performance management.