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系統識別號 U0002-0501201213013200
中文論文名稱 影響績效評估暨薪酬給付策略之認知公平權變架構
英文論文名稱 A Perceived Justice Contingency Framework with Affecting Performance Appraisal and Compensation Reward Strategy
校院名稱 淡江大學
系所名稱(中) 管理科學學系博士班
系所名稱(英) Doctoral Program, Department of Management Sciences
學年度 100
學期 1
出版年 101
研究生中文姓名 傅鵬全
研究生英文姓名 Peng-Chuan Fu
電子信箱 mirddinfu@gmail.com
學號 693560095
學位類別 博士
語文別 中文
口試日期 2012-01-03
論文頁數 114頁
口試委員 指導教授-陳海鳴
委員-許士軍
委員-吳秉恩
委員-翁振益
委員-藍俊雄
委員-林江峰
委員-莊忠柱
中文關鍵字 績效評估  薪酬給付  認知公平  權變架構 
英文關鍵字 Performance appraisal  compensation reward  perceived justice  contingency framework 
學科別分類
中文摘要 組織為獲取更強大的競爭優勢以及維持現有之競爭優勢,應首先瞭解本身競爭優勢後,再針對不同工作特性明確度員工規劃不同之績效評估暨薪酬給付策略,另亦須考量員工傾向之認知公平以採取不同管理策略。本研究所建構之認知公平權變架構為探究在不同競爭優勢之外在權變環境下以及不同組織工作特性明確度之內在權變環境下,組織可採用何種績效評估策略與薪酬給付策略之效標與方法,以提升或維持組織競爭優勢。
外部權變環境競爭優勢相對強之組織,針對不同工作特性明確度高低之內在權變環境,分別採取理性表述以及人性表述基礎策略者,於制度面應考慮員工之工作投入以及期望產出比例是否適當,於互動面則應重視員工個人的感受與自尊。外部權變環境競爭優勢相對弱之組織,於制度面應考慮制度建立之一致性以及員工參與程度;於互動面上,對於工作特性明確度相對高之內在權變環境者,應採取理性個體基礎策略者,且重視制度設計以及對員工釋疑程度的說明;對於工作特性明確度相對低之內在權變環境者,應採取人性理性並行個體基礎策略者,且應重視員工個人的感受與自尊。
綜上所述,影響績效評估暨薪酬給付策略之認知公平權變架構可針對處於不同外在競爭優勢強弱權變環境組織提出應如何因應不同員工工作特性明確度高低之內在權變環境狀況以維持或強化競爭優勢。並另針對四種不同內外在權變環境下探究採取不同績效評估暨薪酬給付策略時員工所傾向之公平認知應為何,相對提出實務建議,未來可提供學術界及實務界於績效評估策略、薪酬給付策略與員工認知公平之理論發展及實務規劃參考。
英文摘要 To sustain and create competitive advantage, organizations should first understand current competitive advantage as external contingency environment, design appropriate performance appraisal and compensation strategy for different explicitness of job characteristic as internal contingency environment; and adopt proper management strategy in accordance to employees’ justice tendency. This study establishes a perceived justice contingency framework for organizations sustain and create competitive advantage by specific criteria and means alignment of performance appraisal and compensation reward strategy under different external competitive advantage and internal explicitness of job characteristic.
Organizations with stronger external competitive advantage with different internal explicitness of job characteristic that adopt rational- and humanistic representation based strategy should consider whether employees’ input-output ratio is appropriate in performance appraisal and compensation strategy system; and attach great importance to employees’ personal feelings and self-esteem on human interaction. Organizations with weaker external competitive advantage should care about system consistency and employees’ participation in performance appraisal and compensation strategy system. Besides, organizations with weaker competitive advantage should stress on system design and explanation for employees’ inquiry when adopting rational-individual based strategy to fit the internal job with higher explicitness characteristic; and care about employees’ personal feelings and self-esteem on human interaction when adopting humanistic-individual based strategy to fit the internal job with higher explicitness characteristic.
This study develops a perceived justice contingency framework with affecting performance appraisal and compensation reward strategy, and to propose how organizations can sustain or strength competitive advantage in according to weak or strong competitive advantage external contingency and fit higher or lower explicitness of job characteristic internal contingency. This study finally provides theoretical and practical suggestions for future studies in performance appraisal study, compensation reward study, perceived justice, and managers in business administration according to four different performance appraisal and compensation reward strategy and employees’ justice tendency.
論文目次 目錄 I
表目錄 III
圖目錄 IV
第一章 緒論 1
1.1研究動機 1
1.2文獻初探與研究目的 4
1.2.1認知公平、績效評估與薪酬給付之初探 5
1.2.2研究目的 7
1.3研究範圍、研究方法以及研究流程 8
1.4論文章節架構 11
第二章 文獻探討 13
2.1員工認知公平 13
2.1.1認知公平 13
2.1.2認知公平構面與量表 22
2.2績效評估策略 23
2.2.1績效評估效標 26
2.2.2績效評估方法 30
2.3薪酬給付策略 32
2.3.1薪酬給付效標 35
2.3.2薪酬給付方法 38
第三章 影響績效評估暨薪酬給付策略之認知公平權變架構雛型 41
3.1組織內外在環境向度、績效評估暨薪酬給付策略效標與方法 41
3.1.1組織內在環境向度-工作特性明確度 41
3.1.2組織外在環境向度-競爭優勢強度 44
3.2影響績效評估暨薪酬給付策略之認知公平權變架構雛型 45
3.2.1績效評估暨薪酬給付效標與方法 46
3.2.2影響績效評估暨薪酬給付策略之認知公平權變架構雛型建構 51
第四章 權變架構雛型與實務比對 57
4.1個案研究設計與資料收集 57
4.1.1個案研究方式、問卷來源及題項 59
4.1.2電腦製造業產業背景 61
4.2個案公司A1訪談資料整理 63
4.3個案公司A2訪談資料整理 67
4.4個案公司B1訪談資料整理 70
4.5個案公司B2訪談資料整理 72
4.6個案公司策略及員工認知統整 75
4.7權變架構雛型與實務比對結果與討論 76
4.8權變架構雛型之修正結果 80
第五章 權變架構之討論與管理意涵 83
5.1權變架構討論 83
5.2權變架構之管理意涵 85
5.2.1競爭優勢相對強企業如何透過該權變架構維持競爭優勢 86
5.2.2競爭優勢相對弱企業如何透過該權變架構強化競爭優勢 87
5.3研究限制與後續研究建議 88
5.4結論 89

參考文獻 91
一、中文部份 91
二、英文部份 91
附錄一、深度訪談問卷大綱 109
附錄二、研究訪談說明大綱稿 111
附錄三、員工認知公平問卷 113

表目錄
表3.1 績效評估暨薪酬給付策略之效標列述表 46
表3.2 績效評估暨薪酬給付策略之方法列述表 47
表4.1 A1公司訪談資料整理以及員工公平認知分數示意表 65
表4.2 A2公司訪談資料整理以及員工公平認知分數示意表 68
表4.3 B1公司訪談資料整理以及員工公平認知分數示意表 71
表4.4 B2公司訪談資料整理以及員工公平認知分數示意表 74
表4.5 績效評估暨薪酬給付策略權變架構雛型與實務比對結果彙總表 77

圖目錄
圖1.1研究流程圖 10
圖1.2本論文章節結構圖 12
圖2.1認知公平研究於Thomson Scientific, ISI Web of Knowledge資料庫年份排列圖 17
圖3.1影響績效評估暨薪酬給付策略之認知公平權變架構雛型圖 53
圖4.1影響績效評估暨薪酬給付策略之認知公平權變修正架構圖 81
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