This thesis argues that the performance based evaluation in personnel management systems,and promotion and salary incentives which are system's results,are more beneficial to raise the motivation of the Japanese national civil servants for better work.The research question is,"is the performance based personnel evaluation system more beneficial in raising the motivation of the Japanese national civil servants?" Within the theoretical research framework of the expectancy theory,motivation equals t...

【文章頁數(shù)】：84 頁

【學(xué)位級別】：碩士

【文章目錄】：
Acknowledgements
Abstract
1 Introduction
    1.1 Research Background
    1.2 The Research Question, Concept Definitions, and the Variables
    1.3 The Significance and the Originality of the Research
    1.4 The Structure of the Thesis
2 Literature Review
    2.1 Theory and Policies on the Job Motivation of the Civil Servants
    2.2 An Issue of Talent Acquisition of the Japanese National Civil Servants
    2.3 Payment of Japanese National Civil Servants
        2.3.1 Fallacy of the Application Process of Equilibrium in the Payment of Civil Servants
        2.3.2 The Process of Determining the Level of Incomes of Civil Servants: Balance with Private Salary
        2.3.3 Equilibrium Chain within the Public Service: Equilibrium Chain to Equivalent Job
        2.3.4 Verification of Errors in the Application Process of Equilibrium
        2.3.5 Future Direction of the Income of the Civil Servants
    2.4 Promotion Management of Japanese National Civil Servants
        2.4.1 The Case of the Career Bureaucrats
        2.4.2 The Case of "Non-Career" Officers
        2.4.3 Promotion Systems of the Two Types of the Japanese National Civil Servants
        2.4.4 The Deviation between the Purpose of the Institution and the Real Situation of Operation
        2.4.5 Characteristics of the Promotion Systems
        2.4.6 Performing Duties and Promotion System
3 Theoretical Framework: Expectancy Theory
4 Research Methods
    4.1 Case Study
    4.2 Empirical Analysis of Survey
        4.2.1 Questionnaire Design
        4.2.2 Sampling Method
5 Cases of Utilizing Performance Based Personnel Management System
    5.1 Cases of Performance Based Personnel Management Systems in Japan
        5.1.1 Management by Objectives
        5.1.2 360 Degree Evaluation
    5.2 A Case of a Country Utilizing Performance Based Personnel Management System:Singaporean Bureaucrats' Evaluation and Salary System
        5.2.1 A Flexible Salary System
        5.2.2 Benchmarking System with the Private Sector's Salary
        5.2.3 Payroll System Revision
        5.2.4 Analysis of the Singaporean Case and Suggestions for the Japanese Public Sector
6 Empirical Analysis: Japanese National Civil Servants' Consciousness towards the Personnel Management System
    6.1 Job satisfaction of the Japanese National Civil Servants
        6.1.1 The Reasons for Choosing to Work as National Civil Servants
        6.1.2 Job Satisfaction
        6.1.3 Reasons for Job Dissatisfaction
    6.2 Opinions about Promotion of the Japanese National Civil Servants
        6.2.1 Opinions about Promotion
        6.2.2 Promotion orientation
        6.2.3 Impact of Differences between the Colleagues
    6.3 Awareness towards the Personnel Management System
        6.3.1 Evaluation of the Seniority Based System
        6.3.2 Evaluation of the Performance Based Payment System
        6.3.3 Evaluation of the Performance Based Promotion System
    6.4 Analysis
7 Discussion and Conclusion
    7.1 Utilizing Performance Based Personnel Management System: Policy Implication
    7.2 Limitations and Prospects of the Research
Bibliography
Appendix



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