Performance Evaluation System for Administrative Staff at University A $($Please refer to Case Description$)()$The following tab;e shows the performance evaluation form for University Performance Evaluation Form for Employees, $107,$ A UniversityDepartment: Name Position tital$($supervisor$\text{'}$s rating performance rating Evaluation Item$54321$Ability to prioritize tasks appropriately Accurate and proficient execution of tasks Crisis management skills Ability to complete assigned tasks on time Interdepartmental communication and coordination skills Proactive and self$-$motivated work approach Time management skills Oral communication skills Ability to cooperate with all aspects of work Ability to hand over work and transfer experience Openness and respect for others' viewpoints Ability to generate innovative ideas Emotional management and ability to handle stress Sustained enthusiasm for work Ability to work effectively in a team Willingness to improve and attempt to resolve problems through communication Ability to document work files and records Analytical and logical reasoning skills Continuous learning ability Supervisor's evaluation and recommendationsqualified unqualified Supervisor's Signature For those who are not qualified, please choose at least one item belowJob Performance Behavior Professional knowledge Other Advice for those who are not qualified $()$ General performance appraisal $1.$Rating Criteria$(1)$ Performance assessment is divided into three categories: job performance, behabior, and professional knowledge, evaluated with scores.$(2)$ The total score is $100,$ with job performance accounting for $60$ points, behavior $25$ points, and professional knowledge $15$ points. $2.$Rating Grades and Percentage Regulations$(1)$ Rating grades and the percentage of examinees in each unit: Excellent: Those scoring $90$ or above, not exceeding $10\%$ of the total unit population.A$+$: Those scoring $85$ to $89,$ not exceeding $40\%$ of the total unit population.A: Those scoring $80$ to $84,$ not exceeding $40\%$ of the total unit population.B$+$: Those scoring $75$ to $79.$B: Those scoring $70$ to $74.$C: Those scoring $60$ to $69.$D: Those scoring below $60.(2)$ Due to the impact of performance levels on the amount of performance bonuses, each level has restrictions on the number of individuals. $3.$ Performance Evaluation Methods$(1)$ Administrative staff below the second$-$level unit will be initially assessed by their immediate supervisor and then reviewed by the supervisor of the first$-$level unit.$(2)$ The supervisor of the second$-$level unit will be evaluated by the supervisor of the first$-$level unit.$(3)$ Evaluation methods for different unit categories:I. Academic UnitsExample: International Research Institute $($Number of second$-$level supervisors: $10)()$ The dean acts as the first$-$level supervisor, and since there are more personnel in the sub$-$units, they may not always have a clear understanding of the actual work performance of the staff under the second$-$level supervisors. Therefore, they often directly review the initial evaluations conducted by the second$-$level supervisors.$()$ They have a clearer understanding of the efficiency of the second$-$level supervisors' work, but due to different office locations, they may not have an accurate assessment of the second$-$level supervisors' performance. Usually, tasks and communication are handled by the dean's secretary$,$ so they often seek the secretary$\text{'}$s opinion for performance evaluations.II$.$ Administrative UnitsExample: Finance Office $($Accounting Division, Budget Division, Audit Division$)()$ The number of second$-$level supervisors in administrative units is relatively smaller compared to academic units, and they usually have more frequent and direct communication with their second$-$level supervisors. Their office locations are also closer, enabling them to evaluate performance more intuitively.$()$ They are more acquainted with the staff under the second$-$level supervisors and generally respect the initial evaluations made by the second$-$level supervisors. While they may not make significant adjustments, they still assess for any bias. Moreover, there may be differences in the interpretation of evaluation criteria among second$-$level supervisors, which require minor adjustments by the first$-$level supervisors to ensure a fair performance rating.II$.$ Administrative Units Example: Finance Department $($Accounting Group, Budget Group, Audit Group$)$ The number of second$-$level supervisors is relatively fewer compared to academic units, and they usually have regular contact with second$-$level supervisors. Their offices are also closer, allowing for a more intuitive performance evaluation.They have better familiarity with the staff members under second$-$level supervisors. Usually, they respect the initial assessments of second$-$level supervisors and make minimal adjustments. However, they still judge for biases, and there may be differences in the understanding of evaluation criteria among second$-$level supervisors. Therefore, adjustments are made through the first$-$level supervisor to ensure fair performance evaluations. $4.$ Performance BonusThe performance bonus is based on a unit system.The unit amount is determined by the principal based on the annual situation of the school.$(4)$ Employees with a C or D performance rating will not receive a bonus. $(5)$ Employees with a B performance rating will receive four units, and those with a B$+$ rating will receive five units. $(6)$ Employees with an A performance rating will receive seven units, and those with an A$+$ rating will receive eight units. $(7)$ Employees with an Excellent performance rating will receive ten units. $(8)$ For employees who receive rewards or penalties, each commendation will add one unit, each minor merit will add three units, each major merit will add nine units, each reprimand will deduct one unit, each minor offense will deduct three units, and each major offense will deduct nine units. $5.$ Performance Evaluation Rewards and PenaltiesDifferent disciplinary measures, such as adjustment of seniority$,$ promotion or demotion, and termination, are applied based on different performance levels.$(9)$ Employees who receive an excellent, A$+,$ or A performance rating will be promoted by one level in their base salary or seniority pay.$(10)$ Employees who receive a B$+$ or B performance rating will be promoted by one level in their base salary. Those who have already reached the highest salary level or seniority pay will retain their current salary. If they continue to receive a B$+$ or B rating the following year, they will be promoted by one level in their seniority pay.$(11)$ Employees who receive a C performance rating will retain their current salary.$(12)$ Employees who receive a D performance rating will not be renewed. Recognition for Good Deeds and Good People$(1)$ Recommendation Method: Employees and students of the university are eligible to directly recommend instances of good deeds and good people to the Committee for Promoting Good Deeds and Good People.$(2)$ Evaluation Method: The Committee for Promoting Good Deeds and Good People is responsible for verifying and evaluating the recommendations. When necessary, relevant units may be requested to provide information to assist in the verification process. $()$ Excellent Employee Incentives$(1)$ Quota for Excellent Employee Recommendations: Each first$-$level unit is entitled to recommend one employee for every twenty employees, and any remaining fraction is accumulated and carried over to the next academic year's employee count.$(2)$ Approval Process for Excellent Employee Recommendations: The list of recommended excellent employees from each first$-$level unit is subject to review by the Excellent Employee Incentive Evaluation Panel. The panel requires the attendance of at least two$-$thirds of its members, and approval from at least two$-$thirds of the attending members is necessary before submission. Please answer the following question:$1.$ What are the advantages and disadvantages of the company's performance appraisal system? What needs to be improved? $(20\%)2.$ Please explain the performance appraisal system of University A$,$ and which theories of motivation are used? $(20\%)2$