臺灣博碩士論文加值系統

在知識經濟時代背景下，人力資源是企業十分重要的「智慧資本(intelligent capital)」，從招募開始的一連串人力資源活動日漸成為組織管理上的重要課題。當應徵者通過第一階段的履歷表初審，進入到第二階段的面試，企業透過組織代表-面試官得以進行雙方之瞭解。而本研究以面試官做為樣本對象，請面試官在每一場面試後填寫問卷，試圖探討應徵者在面試中所使用的印象管理戰術是否影響面試官的適配知覺。

研究結果顯示，以應徵者外表吸引力為控制變數，當應徵者使用自我焦點之印象管理，將正向影響面試官對應徵者個人與工作的適配知覺。其次，以應徵者外表吸引力為控制變數，當應徵者使用自我焦點之印象管理、其他焦點之印象管理，皆能正向影響面試官對應徵者個人與組織的適配知覺。最後，以應徵者外表吸引力為控制變數，當應徵者使用其他焦點之印象管理，將正向影響面試官對應徵者個人與個人的適配知覺。

研究貢獻方面，對應徵者而言，使用印象管理戰術的確有助於增加面試官的適配知覺。對業界而言，可以藉由加強面試官之訓練或是多位面試官面試以消除單一面試官的主觀知覺所造成之面試評量偏誤。

In the knowledge economy, human resource is very important "intellectual capital", from the beginning of a series of recruitment activities, human resources management is becoming an important issue. The interviewer in this study as a sample object, each one completed a questionnaire after the interview. The main objective of this study is to test the impact of applicant impression management tactics on the interviewer's fit perceptions.

With applicant’s physical attractiveness as the control variable, the results showed that the use of self-focused tactics would positively affect interviewer perception of person-job fit. Secondly, the use of self-focused and other-focused tactics would positively affect the interviewer perception of person-organization fit. Finally, when candidates used other-focused tactics, interviewer perception of person-person fit would be enhanced.

The research contributes to the academy by elaborating the relationships between applicant impression management tactics and interviewer's fit perceptions. For the practices, in order to eliminate interviewer bias, the researcher suggests to provide the interviewer some training prior to job interview.

目錄
中文摘要 I
英文摘要 II
目錄 III
圖目錄 V
表目錄 VI
第1章 緒論 1
第1節 研究動機 1
第2節 研究目的 2
第3節 研究流程 4
第2章 文獻探討 5
第1節 印象管理 5
2.1.1 自我焦點印象管理 5
2.1.2 非口語行為之印象管理 6
2.1.3 其他焦點印象管理 7
第2節 適配性 8
2.2.1 個人與工作適配 9
2.2.2 個人與組織適配 11
2.2.3 個人與個人適配 13
第3章 研究方法 17
第1節 研究架構與假設 17
第2節 研究對象 19
第3節 研究流程 19
第4節 研究變項之測量 19
3.4.1 應徵者的外表吸引力 20
3.4.2 自我焦點之印象管理 20
3.4.3 非口語行為之印象管理 21
3.4.4 其他焦點之印象管理 21
3.4.5 個人與工作的適配 22
3.4.6 個人與組織的適配 22
3.4.7 個人與個人的適配 23
第5節 研究分析方法 23
3.5.1 信度分析 23
3.5.2 遺漏值之處理 24
3.5.3 相關分析 24
3.5.4 階層迴歸分析 24
第4章 研究分析 25
第1節 樣本對象之敘述性統計 25
第2節 信度檢測、敘述性統計與相關分析 28
4.2.1 各構面之信度檢測 28
4.2.2 敘述性統計與相關分析 30
第3節 模型分析 32
4.3.1 以『個人與工作的適配』為依變項之階層迴歸分析 32
4.3.2以『個人與組織適配』為依變項之階層迴歸分析 34
4.3.3以『個人與個人適配』為依變項之階層迴歸分析 36
第5章 結論與建議 40
第1節 理論意涵 40
5.1.1 應徵者印象管理對面試官知覺工作適配的影響 40
5.1.2應徵者印象管理對面試官知覺組織適配的影響 40
5.1.3應徵者印象管理對面試官知覺個人適配的影響 41
第2節 管理意涵 43
第3節 研究限制與未來研究建議 45
5.3.1 研究限制 45
5.3.2 未來研究建議 45
第4節 總結 47
參考文獻 48
中文部分 48
英文部分 48
附錄 55

中文部分
尤慧慧 (2004)，應徵者外表吸引力予行為對甄試面談決策之影響：以職務性別取向符合程度、顧客接觸需求程度為干擾變項，國立台灣大學商學研究所碩士論文。
許璦如 (2006)，應徵者履歷表資訊對招募者適配知覺及雇用推薦意願之影響，國立交通大學經營管理研究所碩士論文。
潘鈺濬 (2008)，另類的企業甄才工具-命理，國立中山大學人力資源管理研究所碩士論文。
104人力銀行市調中心(2009年5月)。銀行業六年來服務品質最受肯定 誠品榮獲總票王最受消費者青睞，取自http://www.104survey.com/faces/newportal/viewPointCtx.xhtml?researchId=197

英文部分
Anderson, N., & Shackleton, V. (1990). Decision making in the graduate selection interview: A field study. Journal of Occupational Psychology, 63: 63-76.
Anderson, N. R. (1992). Eight decades of employment interview research: A retrospective meta-review and prospective commentary. European Work and Organizational Psychologist, 2: 1-32.
Baron, R. A. (1983). Sweet smell of success? The impact of pleasant artificial scents on evaluations of job applicant. Journal of Applied Psychology, 68: 709-713.
Bowen, D. E., Ledford, G. E., & Nathan, B. R. (1991). Hiring for the organization, not the job. Academy of Management Executive, 5: 35-51.
Byrne, D. (1971). The attraction paradigm. New York, NY: Academic Press.
Cable, D. M., & Judge, T. A. (1996). Person-organization fit, job choice decisions, and organizational entry. Organizational Behavior & Human Decision Processes, 67(3): 294-311.
Cable, D.M., & Judge, T.A. (1997). Interviewers' perceptions of person-organization fit and organizational selection decisions. Journal of Applied Psychology, 82(4): 546-561.
Cable, D. M., & DeRue, D. S. (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87: 875-884.
Campion, M. A., Palmer, D. K., & Campion, J.E. (1997). A review of structure in the selection interview. Personnel Psychology, 50: 655-702.
Chatman, J. A. (1989). Improving interactional organizational research: A model of person-organization fit. Academy of Management Journal, 14(3): 333-349.
Chatman, J. A. (1991). Matching people and organization: Selection and socialization in public accounting firms. Administrative Science Quarterly, 36: 459-484.
Chen, C. H. V., Lee, H. M. & Yeh, Y. J. Y. (2008). The Antecedent and Consequence of Parson-Organization Fit: Ingartation, similarity, hiring recommendations and job offer. International Journal of Selection and Assessment, 16(3): 210-219.
Dipboye, R. L. (1992). Selection interviews: Process perspective. Cincinati, OH: South-Western.
Dipboye, R. L., & Jackson, S. L. (1999). Interview experience and expertise effects. In R. W. Eder, & M. M. Harris(Eds.),The employment interview handbook: 259-278, Thousand Oaks, CA: Sage.
Edwards, J.R. (1991). Person-job fit: A conceptual integration, literature review, and methodological critique. In C.L. Cooper & I.T. Robertson (Eds.), International Review of Industrial and Organizational Psychology, 6: 283-357, New York: Wiley.
Ferris, G. R., & Judge, T.A. (1991). Personnel/Human resources management: A political influence perspective. Journal of Management, 17(2): 447-488.
Garcia, M. F. (2004a). Antecedent of an Interview's Fit Perceptions of an Applicant: The Role of Perceived Similarity. Paper presented at the Academy of Management, USA, LA: New Orleans.
Garcia, M. F. (2004b). Antecedents of an Interviewer's Fit Perceptions of an Applicant: The Role of Actual and Perceived Similarity. Doctoral dissertation, Texas A&M University.
Gilmore, D. C., Beehr, T. A., & Love, K. G. (1986). Effects of applicant sex, applicant physical attractiveness, type of rater and type of job on interview decisions. Journal of Occupational Psychology, 59(2): 103-109.
Gilmore, D. C., & Ferris, G. R. (1989). The effects of applicant impression management tactics on interviewer judgments. Journal of Management, 15: 557-564.
Govindarajan, V. (1989). Implementing competitive strategies at the business unit level: Implications of matching managers to strategies. Strategic Management Journal, 27: 25-41.
Graves, L. M., & Powell, G. N. (1988). An investigation of sex discrimination in recruiters’ evaluations of actual applicants. Journal of Applied Psychology, 73: 20-29.
Higgins, C. A., Judge, T. A., & Ferris, G. R. (2003). Influence tactics and work outcomes: A meta-analysis. Journal of Organizational Behavior, 24(1):89-106.
Higgins, C. A. & Judge, T. A. (2004). The effects of applicant influence tactics on recruiter perceptions of fit and hiring recommendations: A field study. Journal of Applied Psychology, 89(4): 622-632.
Hitt, M. A. & Barr, S. H. (1989). Managerial selection decision models: examination of configural cue processing, Journal of Applied Psychology, 74: 53-61.
Howard, J. L., & Ferris, G. R. (1996).The employment interview context: Social and situational influences on interviewer decisions. Journal of Applied Social Psychology, 26: 112-136.
Judge, T. A., & Ferris, G. R. (1992). The elusive criterion of fit in human resources staffing decisions. Human Resource Planning, 15(4): 47-67.
Judge, T. A., & Higgins, C. A. & Cable, D. M. (2000).The employment interview: A review of recent research and recommendations for future research. Human Resource Management Review, 10(4): 383-406.
Kacmar, K. M., Delery, J. E., & Ferris, G. R. (1992). Differential effectiveness of applicant impression management tactics on employment interview decisions. Journal of Applied Psychology, 22: 1250-1272.
Kacmar, K. M., & Carlson, D. S. (1999). Effectiveness of impression management tactics across human resource situations. Journal of Applied Social Psychology, 29: 1293-1315.
Kinicki, A. J., Lockwood, C. A., Hom, P. W., & Griffeth, R. W. (1990). Interviewer predictions of applicant qualifications and interviewer validity: Aggregate and individual analyses. Journal of Applied Psychology, 75: 477-486.
Kolenko, T. A., & Aldag, R. J. (1989). Congruence perceptions and managerial career/work outcomes: An exploratory analysis. Paper presented at the meeting of the National Academy of Management.
Kristof, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49: 1-49.
Kristof-Brown, A. L. (2000). Perceived applicant fit: Distinguishing between recruiters' perceptions of person-job and person-organization fit. Personnel Psychology, 53(3): 643-671.
Kristof-Brown, A. L., Barrick, M. R., & Franke, M. (2002). Applicant impression management: Dispositional influences and consequences for recruiter perceptions of fit and similarity. Journal of Management, 28(1): 27-46.
McFarland, L. A., Ryan, A. M., & Kriska, S. D. (1997). Impression management in structured interviews: Effects on interview outcomes. Paper presented at the annual meeting of the Academy of Management, Boston, MA.
Meglino, B. M., Ravlin, E. C., & Adkins, C. L. (1989). A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes. Journal of Applied Psychology, 74: 424-432.
Muchinsky, P. M., & Monahan, C. J.(1987). What is person-environment congruence? supplementary versus complementary models of fit. Journal of Vacational Behavior, 31: 268-277.
O’Reilly, C. A. & Chatman, J. (1986). Organizational commitment and psychological attachment: the effects of compliance, identification, and internalization on prosocial behavior. Journal of Applied Psychology, 71(3): 492-499.
O'Reilly, C.A., Chatman, J., & Caldwell, D.F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34(3): 487-516.
Rosenfeld, P., Giacalone, R. A., & Riordan, C.A., (1995). Impression management in organization. NY: Routledge.
Rynes, S. L., & Gerhart, B. (1990). Interviewer assessments of applicant ‘‘fit’’:An exploratory investigation. Personnel Psychology, 43: 13-35.
Schlenker, B. R. (1980). Impression management: The self-concept, social identity, and interpersonal relations. Monterey, CA: Brooks/Cole.
Schmitt, N. (1976). Social and situational determinants of interview decisions: Implications for the employment interview. Personnel Psychology, 29: 79-101.
Schneider, B. (1987). The people make the place. Personnel Psychology, 40: 437-453.
Schwab, D. P. (2005). On incomplete data. Research methods for organizationalstudies, 2nd ed.(pp.231-239). Mahwah, NJ: Lawrence Erlbaum Associates.
Stevens, C. K., & Kristof, A. L. (1995). Making the right impression: A field study of applicant impression management during job interviews. Journal of Applied psychology, 80: 587-606.
Taris, R., & Feij, J. A. (2000). Longitudinal examination of the relationship between supplies-values fit and work outcomes. Paper presented at the 15th annual conference of the Society for Industrial and Organizational Psychology, New Orleans, LA.
Tedeschi, J., & Melburg, V. (1984). Impression Management and Influence in the Organization. Research in the Sociology of Organization, 3: 31-58.
Tetlock, P.E. & Manstead, A. S. R. (1985) Impression Management versus Intrapsychic Explanations in Social Psychology: A useful dichotomy. Psychological Review, 92: 59-77.
Tom, VR. (1971). The role of personality and organizational images in the recruiting process. Organizational Behavior and Human Performance, 6: 573-592.
Tsai, W. C., Chen, C. C., & Chiu, S. F. (2005). Exploring boundaries of the effects of applicant impression management tactics in job interviews. Journal of Management, 31: 108-125.
Tsai, W. C., Huang, T. C., & Yu, H. H. (2006). Interviewer responses to applicant physical attractiveness and non-verbal behavior: A field study of moderating effects of interviewer fit perception of job sex-type and customer-contact requirements. Paper presented at the 26th International Congress of Applied Psychology, Athens, Greece.
Tsui, A. S., & O’Reilly, C. A. (1989). Beyond simple demographic affects: The importance of relational demography in superior-subordinate dyads. Academy of Management Journal, 32: 402-423.
Wexley, K., Sanders, R., & Yukl, G. (1973). Training interviewers to eliminate contrast effects in employment interviews. Journal of Applied Psychology, 57(3): 233-236.