受評者對績效評核的程序正義知覺之前因及其影響

The Antecedents and Consequences of Ratees’ Perceptions of Procedural Justice in Performance Appraisal

本研究以企業員工的績效評核為研究系絡，探討受評者對績效評核的程序正義知覺之前因及其影響。問卷調查了30 家台灣企業的員工，回收324 份有效問卷，資料分析結果獲得以下研究發現：1.受評者知覺到績效評核準則的有效性愈高，則他愈知覺到績效評核的過程具有形式正義與互動正義。2.受評者知覺到主管在績效評核過程愈表現政治行為，則他愈不會知覺到績效評核的過程具有形式正義與互動正義；但是受評者知覺同事在績效評核過程表現政治行為，與形式正義知覺及互動正義知覺無關。3.受評者知覺到績效評核的過程愈具有互動正義，則他的組織承諾與主管信任均愈高；而受評者對績效評核的形式正義知覺與組織承諾及主管信任均無顯著關聯性。本研究並針對研究發現在理論發展與管理實務意涵進行討論。

Employees’ performance appraisal entails two functions—organizational management and personnel development. For organizations, the results of performance appraisal can be a decisive factor of giving rewards and promotions. Also, the process of evaluating performance may enhance employees’ attitudes and behaviors. Nevertheless, in order to accomplish its goals, an organization need to enable its employees to perceive procedural justice in the appraisal process. Therefore the elements that influence the ratees’ perceptions of procedural justice in performance appraisal and the relationships between procedural justice perceptions and employees’ work attitudes and behaviors are worthy of an in-depth understanding. According to Greenberg (1990), procedural justice includes two aspects, namely formal justice and interactional justice. Similarly, Erdogan and his colleagues (2001) pointed out that the procedural justice in performance appraisal consists two components： one is system procedural justice and the other is rater procedural justice. The present study proposes that the dimensions of a performance appraisal system and how it carries out may influence the ratees’ perceptions of formal justice and interactional justice in the appraisal. Likewise, these factors may also influence the ratees’ trust in their superiors and their organization commitment. This study utilizes performance appraisal in organizations as our study context and examines the antecedents and the consequences of ratees’ perceived procedural justice. Employees from 30 Taiwanese companies were sampled. Altogether, there were 324 effective responses. Results from data analyses showed that： (1) The more a ratee perceived the effectiveness of the criteria in performance appraisal, the more he or she perceived formal justice and interactional justice in the process. (2) The more a ratee perceived his or her supervisor showing political behaviors in the appraisal process, the less he or she perceived formal justice and interactional justice. However, the perceived political behaviors of colleagues in the appraisal process did not predict perceived procedural justice. (3) The more a ratee perceived interactional justice in the appraisal, the more his or her organizational commitment and supervisory trust. However, the relationships between perceived formal justice and organizational commitment and between perceived formal justice and supervisory trust were not statistically significant In the end, we discussed findings both in terms of theoretical developments and of practical managerial implications.