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。

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.

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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