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研究生:黃梅君
研究生(外文):Huang,Mei-Jun
論文名稱:個人因素.情境因素對360度績效評估效能影響之研究
論文名稱(外文):A study of relationships among individual factors, contextual factors and multi-source appraisal effectiveness
指導教授:陳銘薰,劉仲矩
指導教授(外文):Chen,Ming-Shiun & Liu, Chung-Chu
學位類別:碩士
校院名稱:國立臺北大學
系所名稱:企業管理學系
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2006
畢業學年度:94
語文別:中文
論文頁數:120
中文關鍵詞:360度績效評估個人因素情境因素
外文關鍵詞:multi-source appraisalindividual factorscontextual factors
相關次數:
  • 被引用被引用:7
  • 點閱點閱:1779
  • 評分評分:
  • 下載下載:401
  • 收藏至我的研究室書目清單書目收藏:6
由於過去研究大多強調360度績效評估的系統建立、技術輔助與實務層面,而較少關切許多人為因素在評估流程中所扮演的角色,致使許多企業未能有效發展360度績效評估效能。本研究主要目的是驗證個人因素與情境因素對評估效能的影響,其次以認知、情感反應和採取行為的縱斷面研究分析360度績效評估效能發揮。在研究對象上,以問卷調查高科技產業與金融服務產業之二家公司的360度績效評估參與人員進行資料收集與個案比較,共回收有效問卷305份,而問卷發放分為三階段流程,首先收集74位受評者與對應之231位評分人員在評估初期之個人因素、情境因素的感受,接著收集同一批受評者在評估過程之認知與情感反應,最後在評估3個月後收集同一批受評者之採取行為表現。研究結果發現,情緒穩定、自我效能與隱含能力會正向影響認知與情感反應;社會支持、組織信任也對認知與情感反應具有正相關;而認知與情感反應則會對管理與領導效能具有正相關。最後,本研究根據相關結果提出實務運用、研究限制與對後續研究之建議。
Most of the past studies of the multi-source appraisal focused on system design, establishment and practical process. Only a few researches examined the role of human factors in the multi-source appraisal process. As a result, the effectiveness of multi-source appraisal had not yet developed to its full potential for the companies which have adopted the multi-source appraisal system. The main purpose of this study is to discuss the effectiveness of the multi-source appraisal by investigating the relationships among individual factors, contextual factors and appraisal reactions. This study adopted a longitudinal study for cognitive and affective reactions, and reflecting behaviors. A questionnaire survey comprising 305 samples was used. The results of the study showed that emotional stability, self-efficacy and progressive theory all had a significant impact on cognitive and affective reactions. Social support and organizational trust also had a significant impact on cognitive and affective reactions. However, cognitive and affective reactions had strengthened the management and leadership effectiveness. Suggestions about business practice and further research were also discussed based on the findings.
謝 辭 Ⅰ
中文論文提要 Ⅱ
英文論文提要 Ⅲ
目 錄 Ⅳ
表 次 Ⅴ
圖 次 Ⅵ

第一章 緒 論 1
第一節 研究背景與動機 1
第二節 研究目的 3

第二章 文獻探討 4
第一節 360度績效評估 4
第二節 理論基礎 10
第三節 研究假設 16

第三章 研究方法 29
第一節 研究架構 29
第二節 研究變項的定義、衡量及問卷設計 30
第三節 資料蒐集與回收樣本特性分析 33
第四節 資料分析程序與方法 36

第四章 結果分析 36
第一節 信效度分析 36
第二節 描述性統計分析 39
第三節 層級迴歸分析 48
第四節 結構方程式分析 76
第五節 路徑分析 82

第五章 結論與建議 85
第一節 討論與結論 85
第二節 管理意涵 92
第三節 研究限制與後續研究建議 97

參考文獻 99
附錄 研究問卷 112
作者簡歷 120
一、中文文獻
1.王榮春、孫敏華,「360度回饋評量制度對軍事院學生才能評估與發展的應用-以某軍事院校學生部學生為例」,復興崗學報,第77期,頁23-52,民國92年。
2.王怡舜,「數位產品網路行銷之顧客資訊滿意度衡量模式」,國立政治大學資訊管理學研究所碩士論文,民國93年。
3.王瑞申,「關係品質、組織承諾與知識分享意願之關係研究」,義守大學管理科學研究所碩士論文,民國93年。
4.李重陽,「工作生活品質及社會支持對台商大陸籍員工忠誠度影響之研究」,大葉大學國際企業管理研究所碩士論文,民國94年。
5.李京燁,「人格特質與工作特性對工作績效影響之研究─以金酒公司為例」,萬能科技大學經營管理研究所碩士論文,民國93年。
6.李俊杰,「組織生涯管理、員工個人生涯規劃、人格特質與工作滿意度之關聯研究」,國立成功大學工業管理科學研究所碩士論文,民國93年。
7.沈介文、徐明儀、陳銘嘉,「當代人力資源管理」,三民書局股份有限公司,民國93年。
8.吳朝森,「整合社會交換理論與社會認知理論探討團隊成員之知識分享」,崑山科技大學企業管理研究所碩士論文,民國93年。
9.林琪蓉,「從員工認知的觀點來探討360度回饋模式在臺北市政府可行性之研究」,國立政治大學行政管理研究所碩士論文,民國93年。
10.林慧洙,「360度回饋與行為改變意圖相關因素之研究-以台灣中部金融服務業主管為例」,國立彰化師範大學商業教育學研究所碩士論文,民國93年。
11.林鉦棽、蕭淑月,「社會支持、信任、關係品質與組織知識分享行為之關係研究」,商管科技季刊,第六卷,第三期,,民國94年。
12.林鉦棽、蕭淑月、何慧清,「社會交換理論觀點下組織支持、組織知識分享行為與組織公民行為相關因素之研究:以信任與關係為分析切入點」,人力資源管理學報,第一卷第一期,頁77-110,民國94年。
13.林鉦棽、蔡明慶,「社會交換系統與組織控制系統對組織公民行為之影響」,亞太社會科技學報,第三卷,第一期,頁1-26,民國91年。
14.林敬偉,「旅行團領隊應用印象管理策略之研究」,南台科技大學休閒事業管理研究所碩士論文,民國94年。
15.周敏聰,「企業導入360度績效評量之研究—以C公司為例」,元智大學管理學研究所碩士論文,民國94年。
16.周錦梅,「航空公司營業部人員知識學習與工作表現之關聯性研究」,世新大學觀光學研究所碩士論文,民國93年。
17.邱月琴,「國民中學教師多元績效評估制度之研究」,國立政治大學公共行政學研究所碩士論文,民國91年。
18.邱天欣,「績效管理立即上手」,美商麥格羅∙希爾國際股份有限公司 台灣分公司,民國91年。
19.范傑倫,「360度回饋與績效改善之縱貫性實證研究」,國立政治大學心理學研究所碩士論文,民國90年。
20.侯月英,「知覺績效評估公平性之衡量模式」,國立彰化師範大學商業教育學研究所碩士論文,民國93年。
21.胡聖慧,「部屬對主管之人際交換關係與組織文化對部屬溝通滿意度之影響」,大同大學事業經營研究所碩士論文,民國92年。
22.胡瑋珊,「人力資源管理」,台灣培生教育出版股份有限公司,民國94年。
23.段裕斌,「組織支持、領導—成員交換關係對組織公民行為與組織承諾之影響 — 全職、部分工時餐飲服務人員之比較」,世新大學觀光學研究所碩士論文,民國93年。
24.紀原欽,「人力資源專業人員對專業才能評鑑多源回饋之態度影響因素探討-以電子業為例」,國立中央大學企業管理研究所碩士論文,民國90年。
25.莊立民、陳永承,「人力資源管理」,台灣培生教育出版股份有限公司,民國94年。
26.倪慧心,「多源回饋系統促進員工行為發展之性格及認知因素之探討」,東吳大學企業管理研究所碩士論文,民國91年。
27.陳夢芝,「領導風格、部屬情緒智力與領導效能之關係-以某連鎖咖啡業為例」,淡江大學管理科學研究所碩士論文,民國94年。
28.陳炫璋,「轉換成本與合作意圖 ─ 社會交換理論與交易成本理論的觀點」,東海大學企業管理研究所碩士論文,民國91年。
29.陳逸葦,「組織信任、工作價值觀與組織承諾之關係研究」,國立台灣科技大學企業管理研究所碩士論文,民國93年。
30.陳素子,「從自我效能與工作控制的觀點探討情緒智力與組織承諾影響關係之研究」,國防管理學院資源管理研究所碩士論文,民國92年。
31.陳弘育,「團隊內衝突與團隊效能:成員信任與成員關係之調節效果」,元智大學企業管理研究所碩士論文,民國92年。
32.許朝欽,「大型多人線上角色扮演遊戲中個人化服務設計之探討」,元智大學資訊傳播學研究所碩士論文,民國89年。
33.許世雨,「人力資源管理」,五南圖書出版股份有限公司,民國93年。
34.張裕隆、劉岡憬,「360度回饋與傳統上司評鑑對領導效能預測力之比較」,應用心理研究,第十期,頁167-197,民國90年。
35.葉益昌,「全員品質管理與360度回饋知覺、滿意、行為改變、與績效提升之實證研究」,國立政治大學心理學研究所碩士論文,民國90年。
36.陶育華,「空服員組織支持認知與組織公民行為關係之研究-以組織自尊為中介變項」,中國文化大學觀光事業研究所碩士論文,民國93年。
37.廖國峰、陳素子,「領導者情緒智力對領導效能、部屬合作行為與組織承諾影響關係之研究」,人力資源管理學報,第三卷,第四期,頁1-24,民國92年。
38.張文華,「基層行政人員組織信任之研究─以台北市區公所為例」,國立政治大學公共行政研究所碩士論文,民國91年。
39.黃致凱,「組織創新氣候知覺、個人創新行為、自我效能知覺與問題解決型態關係之研究 ─ 以銀行業為研究對象」,國立中山大學人力資源管理研究所碩士論文,民國93年。
40.黃英忠、吳復新、趙必孝,「人力資源管理」,國立空中大學,民國94年。
41.蔡耀坤,「我國警察分局長管理才能評鑑之研究--360度回饋法之運用」,中央警察大學行政警察研究所碩士論文,民國91年。
42.蔡居隆,「領導成員交換關係、主管評價與利主管行為之研究」,東吳大學企業管理研究所碩士論文,民國91年。
43.蔡慶堂,「主管管理才能評鑑360度回饋對受評者態度之影響因素探討─以在臺某外商化工廠為例」,國立中央大學管理學研究所碩士論文,民國92年。
44.楊雲惠,「心理契約破壞與組織信任之相關性研究-以中華電信高雄營運處為例」,樹德科技大學經營管理研究所碩士論文,民國94年。
45.楊秋虹,「工作動機、領導者與成員交換理論、成員間交換理論與工作態度之相關研究」,龍華科技大學商學與管理研究所碩士論文,民國93年。
46.鄭國權,「保險業務人員人格五因素及人際關係特徵與績效表現關係之研究-以美商宏利人壽為例」,大葉大學國際企業管理學研究所碩士論文,民國94年。
47.劉麗華,「360度主管管理才能評鑑360度回饋對受評者態度之影響」,國立中央大學人力資源管理研究所碩士論文,民國89年。
48.賴玉珠,「壽險業業務人員核心職能、人格特質與組織承諾關聯性之研究 —以M公司為例」,元智大學管理學研究所碩士論文,民國94年。
49.鍾蕙如,「主管-部屬交換品質、工作角色認知與工作負荷量對員工績效之影響」,國立東華大學企業管理研究所碩士論文,民國92年。
50.蘇文郁,「人格特質、印象管理與組織公民行為關係之探討」,國立中山大學人力資源管理研究所碩士論文,民國93年。
51.嚴秀茹、徐坤裕,「自我概念相關需求、認知與情感反應在多源績效回饋影響過程中之角色探討」,人力資源管理學報, 第一卷第一期,頁91-117,民國90年。

二、英文文獻
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36.Church, Allan H, Steven G Rogelberg & Janine Waclawski, “The relationship between performance and response rates in multirater feecback,” Personnel Psycholoby , 2000, 53(2):435-447.
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39.Conger, Jay &Ginka Toegel, “Action learning and multi-rater feedback as leadership development interventions: popular but poorly deployed,” Journal of Change Management, 2003, 30(4):332-348.
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41.Coleman, Peter T & Ying Joanne Lim, “A systematic approach to evaluating the effects of collaborative negotiation training on individuals and groups,” Negotiation Journal, 2001, 17(4):363-392.
42.Dalton, Francie, “Using 360 degree feedback mechanisms,” Occupational Health & Safety, 2005, 74(7):28-43.
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44.DeSimone, Ross, “Establishing the link: relating a 360-degree management assessment and development process to the bottom line,” Health Care supper, 2001,17(1):31-48.
45.Diefendroff, James M, Stanley B Silverman & Gary J Greguras, “Measurement equivalence and multisource ratings for non-managerial postitions: recommendations for reseatch and practice,” Journal of Business and Psychology, 2005, 19(3):399-425.
46.Dominick, Peter G, Richard R Reilly & Jack W McGourty, “The effects of 360 degree feedback on team member behavior,” Group & Organization, 2004, 22(3):508-529.
47.Duckworth, Linda England, “The relationship between self-perceived power based of participants of the center for leadership training program and 360 degree feedback evaluating from colleagues,” Canella University, 2005, 181 pages.
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49.Earl-Lewis, Monique Tessiele, “A framework for developing a culture of learning in organizations: a 360 degree feedback model for diagnosis and intervention,” The University of California, 2000, 178 pages.
50.Edwards, Mark R & Ann J Ewen, “How to management and pay with 360-degree feedback,” Compensation and Benefits Review, 2002,28(3):41-68.
51.Eichinger, Robert W & Michael M. Lombardo, “Knowledge summary: 360-degree assessment,” Human Resource Planning, 2003, 26(4):34-65.
52.Eichinger, Robert W & Michael M Lombardo, “Patterns of rater accuracy in 360-degree feedback,” Human Resource Planning, 2004a, 27(4):62-87.
53.Eichinger, Robert W & Michael M. Lombardo, “Gender, 360-degree assessment, and performance,” Human Resource Planning, 2004b,27(2):11-23.
54.Facteau, Carolyn L, “Reactions of leaders to 360-degree feedback from subordinates and peers,” Leadership Quarterly, 2004,19(4):427-451.
55.Fletcher, Clive, “The implication of research on gender difference in self-assessment and 360 degree appraisal,” Human Resource Management Journal, 2000, 11(1):36-49.
56.Fletcher, Clive & Carline Baldry, “A study of individual differences and self-awareness in the context of multi-source feedback,” Journal of Occupational and Organizational Psychology, 2000,73(1):303-319.
57.Fletcher, Clive & Caroline Bailey, “Assessing self awareness: some issues and methods,” Journal of Managerial Psychology, 2003, 18(5):394-414.
58.Funderburg, Shelly Albright & Paul E. Levy, “The influence of individual and contextual variables on 360-degree feedback system attitudes,” Group & Organization Management, 2000, 23(2):210-235.
59.Furnham, Adrian & Paul Stringfield, “Congruence in job-performance ratings: a study of 360 feedback examing self, manager, peer, and consultant ratings,” Human Relations, 2003, 66(5):517-533.
60.Gardner, M. C & Clearenger W H, “More than one way to make an impression: exploring profiles of impression management,” Journal of Management, 2002, 29(2):141-160.
61.Gardner, William L & Dean Cleavenger, “The impression management strategies associated with transformational leadership at the world-class level: a psychohistorical assessment,” Management Communication Quarterly, 2002, 12(1):39-64.
62.Gaylord, Terrance Wayne, “Feedback acceptances within leadership development: effects of self-other rating discrepancies, conscientiousness and neurotucism,” Kansas State University,2003, 81 pages.
63.Ghorpade, Jai, “Managing five paradoxes of 360-degree feedback,” The Academy of Management Executive, 2000,14(1):140-153.
64.Gillespie, Treena L, “Internationalizing 360-degree feedback: are subordinate ratings comparable?” Journal of Business and Psychology, 2005, 19(3):.361-382.
65.Goffin, Richard D & Ian E Gellatly, “A multi-rater assessment of organizational commitment: are self-report measures biased?” Journal of Organizational Behavior, 2001, 22(4):437-452.
66.Green, Brent, “Listening to leaders: feedback on 360-degree feedback one year later,” Organization Development Journal, 2002, 20(1):8-20.
67.Greguras, Gary J, John M Ford & Stephane Brutus, “Manager attention to multisource feedback,” Journal of Management Development, 2003, 22(4):345-361.
68.Greguras, Gary J, Chet Robie, Deidra J Schieicher & Maynard Goff Ⅲ, “A field study of the effects of rating porpose on the quality of multisource ratings,” Personnel Psychology, 2003, 56(1):1-24.
69.Guertin, Mario, “The key to 360-degree leadership,” Personnel Review Journal, 2002, 64(4): 88-101.
70.Hallam, David, “360 aggregate reporting advance human asset management. Performance Improvement Quarterly,: 2004, 17(2): 16-35.
71.Hamlin, R G, “A study and comparative analysis of managerial and leadership effectiveness in the National Health Service: an empirical factor analytic study within an NHS trust hospital,” Health Service Management Research, 2002, 15(4):245-266.
72.Hamlin, Robert G, “In support of universalistic model of managerial and leadership effectiveness: implication for HRD research and practice,” Human Resource Development Quarterly, 2004, 15(2):189-215.
73.Hannum, Kelly Marie, “An investigation of structural equivalence and aggregation strategies development needs,” The University of North Carolina at Greensboro, 2003, 85 pages.
74.Hildreh, Karen D, “Attitudes and perceptions of managers regarding the internal multi-rater appraisal process,” Texas Woman’s University, 61 pages.
75.Hooft, AJ Edwin, Henk Der Flier & Marjolein R Minne, “Construct validity of multi-source ratings with cognitive and personality measures,” International Journal of Selection and Assessment, 2006, 14(1):67-95.
76.Jansen, Paul & Daniel Vloeberghs, “Multi-rater feedback methods: personal and organizational implications,” Journal of Managerial Psychology, 2004, 24(6): 455-476.
77.Jellema, Froukj, Adrievisscher & Jaap Scheerens, “Measuring change in work behavior by means of multisource feedback,” International Journal of Training & Development, 2006, 10(2):121-141.
78.Joo, Baek-Kyoo, “Executive coaching: a conceptual framework from an integrative review of practice and research,” Integrative Literature Review, 2005,4(4):462-488.
79.Jyothi, P, “The power of 360 degree feedback: maximizing managerial and leadership effectiveness,” South Asian Journal of Management, 2005, 12(3):98-132.
80.Kaiser, Robert B & S Bartholomew Craig, “Building a better mouse trap: item characteristics associated with rating discrepancies in 360-degree feedback” Organizational Research Methods, 2005,57(4):235-248.
81.Kuzmits, Frank E, Arthur J Adams, Lyle Sussman & Louis E Raho, “360-feedbakc in health care management: a field study,” The Health Care Management, 2004, 23(4):321-344.
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84.Luthans, Brutus S, “The impact of 360 degree feedback on planning for career development,” Journal of Applied Psychology, 1995, 18(4):.676-693.
85.Luthans, Fred & Suzanne J Peterson, “360-degree feedback with systematic coaching: empirical analysis suggests a winning combination,”. Human Resource Management, 2003, 42(3): 243-259.
86.Luthans, Kyle W & Steve Farner, “Expariate development:the use of 360-degree feedback,”Journal of Management Development, 2002, 21(9):780-793.
87.Lohman, Margaret C, “The development of a multirater instrument for assessing employee problem-solving skill,” Human Resource Development Quarterly, 2004,15(3):303-322.
88.London, Manuel & James, “Can multi-source feedback change perceptions of goal accomplishment, self-evaluations, and performance-related outcomes? Theory-based applications and directions for research,” Personnel Psychology Journal, 2002, 48(4):803-841.
89.London Manuel & Richard W Beatty, “360-degree feedback as a competitive advantage,” Human Resource Management, 2001, 32(3):353-372.
90.Mabey, Christopher, “Closing the circle: participant views of a 360 degree feedback programme,” Human Resource Management Journal, 2001, 11(1):41-53.
91.Mansell, Warren, “Control theory and psychopathology: an integrative approach,” Psychology and Psychotherapy, 2005, 78(3):141-178.
92.Maurer, Todd J, Debora R Mitchell & Francisco G Barbeite, “Predictors of attitudes toward a 360-degree feedback system and involvement in post-feedback management development activity,” Journal of Occupational and Organizational Psychology, 2002,75(1): 87-107.
93.McCarthy, Alma M & Thomas N Garavan, “360 degree feedback process: performance, improvement and employee career development,” Journal of European Industrial Training, 2001, 25(1):5-32.
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97.Morgeson, Frederick P, Troy V Mumford & Michael A Campion, “Coming full circle using research and practice to address 27 questions about 360-degree feedback programs,” Journal of Management, 2005, 57(3):196-228.
98.Morgan, Arthur, Kath Cannan & Joanne Cullinane, “360 degree feedback: a critical equity,” Personnel Review, 2005, 34(6):663-682.
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100.Nashville, Maxwell, “The 360 degree leader: developing your influence from anywhere in the organization,” Personnel Review Journal, 2005, 24(2):311-328.
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102.Ommundsen, Yngvar, “Implicit theories of ability and self-regulation strategies in physical education classes,” Educational Psychology, 2003, 23(2):122-157.
103.Ostroff, Cheri, Leanne E Atwater & Barbara J Feinberg, “Understanding self-other agreement: a look at rater and rate characteristics, context, and outcomes,” Personnel Psychology, 2004, 57(2):333-376.
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143.Yancey, Margaret, “Managerial self-awareness and its impact on leadership in high-performing managers,” University of North Texas, 144 pages.
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