• Asia pacific journal of information systems
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• v.11 no.4
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• pp.63-79
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• 2001

In this study, we tried to find the factors that influenced appraisal and reward satisfaction in knowledge management, and to observe whether appraisal and reward satisfaction were related to employees' commitment to knowledge management. Analyzing valid 38 data in the organizational level, we found that only result validity and reward justness affected employee appraisal and reward satisfaction. Also, if was found that appraisal and reward satisfaction were related to employees' commitment to knowledge management. The implications of the findings and future research directions were discussed.

• Journal of the Korean Society for information Management
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• v.24 no.1 s.63
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• pp.55-74
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• 2007

The purposes of this study are to examine the influences of appraisal and reward on the activities of knowledge management and to search the strategies for effective appraisal and reward system to activate the knowledge management. The results of covariance structural analyses indicate that appraisal has a significant direct effect on reward and knowledge creation as well as a significant indirect effect on knowledge sharing via reward and knowledge creation. Reward has a significant direct influence on knowledge sharing. Knowledge creation also significantly affects knowledge sharing. Based on the results, the potential implications of effective appraisal and reward system to activate the knowledge management are discussed.

• Knowledge Management Research
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• v.3 no.1
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• pp.75-91
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• 2002

This research is interested in organization members' knowledge contribution, along with the requirement for the effective knowledge management as a critical corporate asset. We consider the performance appraisal and reward system on knowledge sharing as a key issue for the successful knowledge management. Analyzed will be the interactive relationship among the performance appraisal and reward system, individual knowledge contribution, and organizational knowledge contribution effectiveness. This case study is based on in-depth interviews in the consulting industry recognized as a knowledge-integrated industry. The purpose of this research is to examine how firms evaluate and reward organization members' knowledge contribution, to define how fim1s utilize IT for the knowledge management, and to show how the performance appraisal and reward system influence organizational knowledge contribution effectiveness. Besides, other determinants for knowledge contribution effectiveness are defined. It is recognized that knowledge contribution effectiveness is positively related to non-monetary rewards and informal appraisals. As for the future study, we recommend the empirical research based on several propositions developed in this study.

• Journal of Korean Society of Archives and Records Management
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• v.23 no.1
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• pp.81-99
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• 2023

Archival appraisal is a key area of archival science. This study aims to identify the knowledge structure of archival appraisal and propose appropriate translation terms. To this end, 34 entry terms related to archival appraisal were first extracted from 146 entries in the Encyclopedia of Archival Science, a leading encyclopedia in the field, and terminologies were categorized based on content analysis. Second, the contents described in the entries were assessed for each category, and the main concepts and flow of discussions were also examined. Third and last, suitable translations for each entry term were presented, and considerations were suggested for the translations, such as the application of appropriate principles of equivalence. Specifically, terms such as "records appraisal" and "archival appraisal" were recommended to be used separately.

• Information Systems Review
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• v.6 no.2
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• pp.113-135
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• 2004

This paper defines appraisal items and weights of the items for the purpose of developing an appraisal instrument that objectively measures employee's effectiveness of knowledge contribution. Deductive research is used for the development of appraisal items and delphi method for the development of weights of the items. In the deductive research the term, "effectiveness of knowledge contribution" is first defined. Then knowledge contribution activities are classified as "dimension of explicit contribution" and " dimension of tacit contribution" due to the characteristics of knowledge. Each dimension is divided again by components. The dimension of explicit contribution is divided according to the content of knowledge, and the dimension of tacit contribution is divided according to the extent of tacitness of knowledge contribution. The total components of dimensions are 7. The dimension of explicit contribution is composed of factual knowledge and procedural knowledge. The factual knowledge is made up of "procedural knowledge outcome" and "other factual knowledge". The procedural knowledge is made up of "procedural knowledge manual" and "lessons-learned procedural knowledge". The dimension of tacit contribution is composed of "agency", "model" and "Q&A". The basic framework for measuring 7 components of knowledge contribution is quantitative and qualitative approach. This paper is premised on the assumption that the outcomes of employee's knowledge contribution activities are recorded in the knowledge management systems in order to evaluate them objectively. The appraisal items are defined as follows: at the dimension of explicit contribution, in quantitative approach, "the upload number" or "performance number", and in qualitative approach, other employee's "referred number" and other employee's "content and format satisfaction evaluation"; at the dimension of tacit contribution, "demanded number of performance" After the development of appraisal items by the deductive method, delphi method was used for the analysis of the weights of the items with the total degree of knowledge contribution, 100. This research does not include the standard marks of the appraisal items. It is because when companies apply this appraisal instrument, they could use their own standard appraisal marks of the appraisal items considering their present situations and companies' goals. Through this almost desert-like research about the appraisal instrument of employee's knowledge contribution effectiveness, it proposes a cornerstone in the research field of appraisal instrument, which provides a standard for employee's knowledge contribution appraisal, and appraisal items that make organizational knowledge to be managed more systemically in business sites.

• Journal of Digital Convergence
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• v.10 no.6
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• pp.7-15
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• 2012

The purpose of this study is to examine the causal relationships among leadership, appraisal, reward, knowledge quality, knowledge management system(KMS) quality, and KMS use. The results of data analysis by structured equation model(SEM) indicate that leadership significantly influences appraisal and reward. Appraisal affects reward too. Reward and knowledge quality affect KMS Use, but leadership, appraisal, and KMS quality don't affect KMS use. Based on the results, the theoretical and practical implications of this study are discussed.

• Journal of Korea Technology Innovation Society
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• v.5 no.1
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• pp.72-89
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• 2002

This paper is based on a belief that, it is the simplest and best way measuring intangibles and knowledge assets on a monetary base, although there are many efforts to measure it. We analysis and compare with accounting, appraisal and valuation standards on Korean, USA and global level each. We conclude that valuation is appropriate for intangibles and knowledge assets, but we should check the standards of valuation on a social base in Korea.

• Journal of Industrial Convergence
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• v.3 no.1
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• pp.125-143
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• 2005

This study investigates that the relationship of performance appraisal justice and employee's job satisfaction and whether appraisal outcome perception can significantly take the moderate role on this relationship. We conduct empirical study with one dimension of distributive justice and 5 dimensions of procedural justice; appraisal system, participation of employee, feedback, knowledge of rater, and appraisal standard. The result shows that distributive and procedural justice significantly explain employees' job satisfaction. The result, also, shows that moderate role of appraisal outcome perception is significant. This means if the employee who regards appraisal outcome as high perceive appraisal justice, she/he will experience more job satisfaction than the employee who regards appraisal outcome as low.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.8
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• pp.625-635
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• 2021

The performance appraisal system is defined as general satisfaction with the performance appraisal system. It is used to assess employees' attitudes towards the fairness of the appraisal system, as well as their satisfaction with their knowledge of the appraisal system. This study aims to investigate the relationship between performance appraisal satisfaction and employee performance with equity as a mediator of this relation. There is limited research that studied the mediating effect of performance appraisal on the relationship between organizational justice and work performance. The research implemented the quantitative methodology throughout distributing questionnaires using google forms for data collection. Only 181 respondents out of 221 respondents answered the questionnaires. The data had been analyzed using the AMOS tool for performing structural equation modeling (SEM) analysis to validate the mediating relationship of equity and justice on the relationship between performance appraisals satisfaction and employees' performance. The results indicated that achieving organizational fairness and equity in the workplace can be done by the implementation of performance appraisal satisfaction, which can lead to higher productivity in the workplace, whichin turn will enhance the organization's image among its competitors.

• Journal of the Korean Society for information Management
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• v.28 no.3
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• pp.239-256
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• 2011

Main drivers of knowledge activities such as knowledge sharing and utilization are individual members of an organization and thus knowledge management strategies should be discussed in relationships with human resource management. This study analyzes the effects on knowledge sharing and knowledge utilization of human resource management practices such as training, participation in decision-making, performance appraisal and compensation system in local government. The results show that training and performance appraisal and compensation system are significantly influential factors for the knowledge sharing and knowledge utilization. Lessons and implications of this study for management leadership are presented.