參考文獻 |
參考文獻
一、中文部份
﹝1﹞王國欽,1999,服務業員工績效考核正確度研究-從評估者觀點探討,私立中國文化大學國際企業管理研究碩士論文。
﹝2﹞王文博,1992,員工績效考核之探討,人事月刊,第十四期,頁56-61。
﹝3﹞林欽榮,1987,知覺對績效考核的影響,人事月刋, 第二十四期, 頁10-19。
﹝4﹞邱晧政,2006,量化研究與統計分析-SPSS中文視窗版貟料分析範例解析,五南出版社。
﹝5﹞高孔廉,1988, 客觀考核改進績效,現代管理月刋,第一三四期, 頁78-79。
﹝6﹞余坤東,1998,影響績效考核品質之因素探討認知的觀點,東吳經濟商學學報,第二十二期,頁101-120。
﹝7﹞李弘暉,吳瓊治,2004提昇績效考核可靠度品質之探討, 品質月刊,第四十之一期,頁93-97。
﹝8﹞吳清山、林天佑,2003,創新經營,教育資料與研究,頁134-135。
﹝9﹞羅火地,2001,績效考核制度-關鍵成功因素,資訊系統應用,國立台灣科技大學企業管理系碩士論文, 台北。
﹝10﹞羅淑惠,1987,如何使績效考核更為切實有效,人事月刊,第二十七期,頁30-34
二、英文部分
Ackerman, L., and Humphreys,L. G.(1990) “Individual differences theory in industrial and organizational psychology.” In M. D. Dunnette and L. M. Hough(eds) Handbook of Industrial and Organizational Psychology 2nd E, 1, (pp.223-282.)CA: Consulting Psychologists Press.
Adelberg, S. and Baston, C. D. (1978).”Accountability and helping : when needs exceed resources. ”Journal of Personality and Social Psychology, 36:343-350.
Antonioni, D. (1994). “The effects of feedback accountability on upward appraisal ratings. “ Personnel Psychology, 47:349-356
Arkes, H.R.,(1991). “Cost and benefits of judgemnet errors: Implications for debasing. Psychological Bulletin ,110:.486-498.
Athey, T. R., and McIntyre, R. M. (1987). “Effects of rater training on rater accuracy: levels -of-processing theory and social facilitation theory perspectives.” Journal of Applied psychology, 72:567-572.
Baumeister, R. F., and Leary, M. R. (1995). “The need to belong: desire for interpersonal attachments as a fundamental human motivation.” Psychological Bulletin, 117:497-529.
Baumeister, R. F. (1982). “A. self-presentational view of social phenomena.” Psychological Bulletin, 9:3-16.
Beach, L.R., and Mitchell, T. R. (1978). “A contingency model for the selection of decision strategies.” Academy of Management Review, 3:439-449.
Beckner. D., and Highhouse, S., Hazer. J. T. (1998). “Effects of upward accountability andrating purpose on peer-rater inflation anddelay: a field experiment. ”Journal of Organizational Behavior. 19:209-214.
Bernardin, H. J., and Buckley, M. R. (1981). “Strategies in rater training. “ Academy of Management Review, 6:205-212
Bernardin, H. J., Buckley, M. R. , Tyler, C. I. and Wiese,D. S. (2001) “ A reconsideration of strategies for rater training.” In Research in Personnel and Human Resource Management. 221-274.
Bernardin, H. J., and Orban, J. A. (1990).”Leniency effect as a function of rating format, purpose for appraisal, andrater individual differences. ” Journal of Business and Psychology, 5:197-211.
Beu, D., and Buckley, M.R. (2001), “The hypothesized relationship between accountability and ethical behavior”, Journal of Business Ethics, 34:57-73.
Blumberg, H. H. (1972).” Communication of interpersonal evaluations.” Journal of Personality and Social Psychology, 23:157-162.
Bonner, S. E., Hastie, R., Sprinkle, G. B., and Young, S. M. (2000) “ A review of the effects of financial incentives on performance in laboratory tasks” Implications for Management accounting. 12:19-64.
Bradford , B.(2002) An examination of the instructional ,motivational andemotional elements of error training , Michigan State University, PHD Dissertation.
Brtek, M. D., and Motowidlo S. J.(2002). “Effects of procedure and outcome accountability on interviews validity”. Journal of Applied Psychology , 87:185-191.
Carnevale, P. J. D.(1985) “Accountability of group representative and intergroup relations.” Advances in Group Processes, 2:227-246.
Chaiken, S. (1980). “Heuristic versus systematic information processing andthe use of source versus message cues in persuasion.” Journal of personality and Social Psychology, 39:752-766.
Chatman, J. A.(1989) “Improving international organizational research: A model of person-organization fit.” , Academy of Management Review, 14:333-349.
Chirico, K. E., Buckley, M. R.,Wheerler, A. R., Facteau, J. D., ,Bernardin, H. J., Beu, D. S.( 2004) “A note on the need for true scores in frame-of-reference (FOR) Training Research.” Journal of Managerial Issues, 16:382-395
Cialdini, R., Levy, L. B., Herman, C. P., Kozlowski, L., and Petty, R. E. (1976) .”Elastic Shifts of opinion: determinants of direction anddurability”, Journal of Personality andSocial Psychology, in press.
Conlon, E. J., and Wolf, G.(1980). “The moderating effects of strategy visibility, andinvolvement on allocation behavior: an extension of staw's escalation paradigm, “,Organizational Behavior and Human Performance, 26:172-192.
Cronbach, L. J. (1955). “Processes affecting scores on understanding of others and assumed similarity.” Psychological Bulletin, 52:177-193.
Cummings, L. L., andAnton, R. J. (1990). “The logical andappreciative dimensions of accountability” , in Srivastva, S., Cooperrider, DL. et al (Eds), Appreciative management andleadership: the power of positive thought andaction in organizations, Jossey-Bass, San Francisco, CA, 257-86.
Curtis. A. B., Harvey R. D., Ravden. D. (2005). “Source of political distortions in performance appraisals :appraisal purpose andrater accountability.” Group and Organization Management, 30:.42-60
Cvetkovicsh, G. (1978)” Cognitive accommodation , language, and social responsibility.” Social Psychology, 2:149-155.
Decenzo, D.A., and Robbins, (2005). Fundatmentals of Human Resource Management(8th ed) ,Hobbken, New Jersey, Wiley.
Dobbins, G., and Russell, J. (1986). “The biasing effects of subordinate likableness on leaders' responses to poor performers: A laboratory anda field study.” Personnel Psychology, 39:759–777.
Doney, P.M., and Armstrong, G.M. (1996). “Effects of accountability on symbolic information search andinformation analysis by organizational buyers”, Journal of Academy of Marketing Science, 24:pp. 57-65.
Dose, J. J., and Klimoski, R. J. (1995). “Doing the right thing in the workplace: responsibility in the face of accountability ", Employee Rights andResponsibilities Journal, 8:35-56.
Escalas, J. E., and Luce, M. F.(2004). “Understanding the effects of process-focused versus outcome-focused thought in response to advertising”, Journal of Consumer Research, 31:274-285.
Fandt, P. M., and Ferris, G. R. (1990) “The management of information and impressions: when employees behave opportunistically.” Organizational Behavior and Human Decision Processes, 45:140-158.
Feldman (1994) “On the synergy between theory andapplication social cognition and performance appraisal “. In R. S. Wyer andT. K. Srull(Eds).Handbook of social cognition 2nd ed. 2 (pp.339-397). Hillsdale NJ. Erlbaum.
Ferris, G. R., Mitchell, T. R., Canan, P. J. Frink, D. D., and Hopper, H. (1995). "Accountability in human resources systems." In: G. R. Ferris, S. D. Rosen, and D. T. Barnum(Eds.) Handbook of Human resource management (pp. 175-196).Oxford, UK: Blackwell publishers.
Festinger, L. (1964). Conflict, decision, anddissonance. Stanford, CA: Stanford University Press.
Fisher, C.D. (1979). "Transmission of positive and negative feedback to subordinates: a laboratory investigation", Journal of Applied Psychology, 64:533-40.
Fletcher, C., and Perry, E. I. (2001) "Performance appraisal andfeedback: A consideration of national culture anda review of contemporary research andfuture trends." Eds N. Anderson, D. S. Ones, II. K. Sinangil and C. Viswesvaran. In Handbook of Industrial , Work and Organizational Psychology(Vol. 1) :Personnel Psychology (pp.127-144.)
Ford, J. K., and Weldon, E. (1981).”Forewarning andaccountability: effects on memory-based interpersonal judgments.” Personality and Social Psychology Bulletin, 7:264-268.
Fox, F.V., and Staw, B.M. (1979) “The trapped administrator: effects of job insecurity andpolicy resistance upon commitment to a course of action”, Administrative Science Quarterly, 24:449-71.
Frink, D. D., and Ferris, G. R. (1998). “Accountability, impression management andgoal setting in the performance evaluation process. “ Human Rlations, 51:1259-1283.
Frink, D. D., and Klimoski, R. J. (1998). “Toward a theory of accountability in organization andHuman resource management.” In G. Ferris (Ed.), Research in personnel andhuman resources management. Greenwich, CT: JAI Press.
Geen, R. G.,(1991).” Social motivation. “Annual Review of Psychology, 42:377-399.
Ginzell, L. E., Kramer, R. M., and Sutton R. I. (1992). “OIM as a reciprocal influence process: The neglected role of the organizational audience.” Research in Organizational Behavior, 15:pp.227-266.
Glen, R. M. (1990). “Performance appraisal: An unnerving yet useful process.” Public Personnel Management, 19: pp.1-10.
Gordon, R. A., Rozelle, R. M.and Baxter, J. C. (1998). “The effect applicant age, job level andaccountability on the evaluation of job applicants. “ Organizational Behavior and Human Decision Processes, 41:20-33.
Gordon, R., and Stuecher, U. (1992).”The effect of anonymity andincreased accountability on the linguistic complexity of teaching evaluations.” Journal of Psychology, 12:639-649.
Grover, V. (1993). “An empirically derived model for the adoption of customer-based interorganizational systems”, In Decision Sciences , 24:603-639
Heider, F. (1958). The psychology of interpersonal relations. New York: Wiley.
Hirschi, T. (1969). Causes of delinquency. Berkeley: University of California Press.
Hui, M. K., Zhao, X.,Fan, X., andK. Au.(2004). “When does the service process matter? A test of two competing theories”, Journal of Consumer Research, 31:465-75
Ilgen, D. R., and Knowlton, W. A. (1980). “Performance attribution effects on feedback from supervisors. “, Organizational Behavior and Human Performance, 25:441-456.
Jaramillo, F., and Marshall, G. W. (2004) . “Critical success factors in the personal selling process: An empirical investigation of Ecuadorian salespeople in the banking industry” .The International Journal of Bank Marketing, 22 :9-25
Jawahar, I. M., and Williams, C. R. (1997). “Where all the children are above average: The performance appraisal purpose effect.” Personnel Psychology, 50:905-925
Jensen, M., and Meckling. (1976). “Theory of the firm: managerial behavior, agency costs, andcapital structure”, Journal of Financial Economics, 3:305-360.
Jones, R. G. (1992). Attention allocation choices as an influence on accuracy and discriminant validity of observational ratings: When are we diligent? Unpublished doctoral dissertation, Ohio State University, ColumbusJones, E.E., and Wortman, C. (1973). Ingratiation: An attributional approach. Morristown, NJ: General Learning Press.
Katz, D., and Kahn, R. L. (1978). The social psychology of organizations (2nd ed.). New York: John Wiley.
Keefe, T. J.(1988) Frame of reference training : A Cognitive Approach. Ph. D Dissertation University of New York a Buffalo.
Kiesler, C.A. (1971) The Psychology of Commitment, Academic Press, New York, NY.
Klimoski, R. J.(1972) “The effects of intragroup forces on intergroup conflict resolution.” Organizational Behavior and Human Decision process, 41:20-33.
Klimoski, R. J., and Ash, R. A.(1974) “Accountability andnegotiator behavior. “,Organizational Behavior and Human Performance , 11:409-425.
Klimoski, R., and Inks, L. (1990). “Accountability forces in performance appraisal. “,Organizational Behavior and Human Decision Process, 45:194-208.
Lerner. J. S., and Tetlock, P. E.(1999) “Accounting for the effects of accounatbility. “,Psychological Bulletin, 125:255-275.
Levin, I. P, Schneider, S. L.andGaeth, G. J.(1998) “All frames are not created equal: A typology and critical analysis of framing effects”,Organizational Behavior and Human Decision Processes, 76:149-88.
Lievens, F., and Sanchez. J. I., (2007) “Can training improve the quality of inferences made by raters in competency modeling? A quasi-experiment “, Journal of Applied Psychology, 92:812 -829.
Locke, E.A., and Latham .G. P., (1990) Goal setting and task performance. Englewood Cliffs, NJ: Prentice Hall.
London, M., Smither, J. W., and Adsit, D. J. (1997)” Accountability :the Achilles’ heel of multisource feedback. “ ,Group and Organization Magement , 22:162-184.
Long, C. P., Burton ,R. M. and Cardinal, L. B.(2002) “Three controls are better than one: Computational modelof complex control ”, Computational and Mathematical Organizational Theory, 8:197-220
Longenecker, C. O. (1989) “Truth or consequences: Politics and performance appraisals. “,Business Horizons, 32:76-82.
Longenecker, C. O., and Gioia, D. A. (1994).” The politics of executive appraisals.”, Journal of Compensation and Benefits, 10:.5-11.
Longenecker, C. Ï., Sims, H. P., and Gioia, D. A. (1987). “Behind the mask: The politics of performance appraisal.” Academy of Management Executive, 1:188-193.
Maier, N.R.F. (1955). Psychology in industry. Boston, MA: Houghton - Mifflin.
McAlister, D. W., Mitchell, T.R.and Beach, L. R. (1979), “The contigency model for the selection of decision strategies: An empirical test of the effects of significance , accountability, andreversibility. “Organizational Behavior and Human Performance, 24:228-244.
Mero, N. P., and Motowidlo, S. J. (1995). “Effects of rater accountability on the accuracy andthe favorability of performance ratings.” Journal of Applied Psychology, 80:517-524.
Mitchell, T. W., and Klimoski, R. (1984). “Accountability bias in performance appraisal”(Working Paper Series in Industrial/Organizational Psychology). Columbus: Ohio State University.
McIntyre R. M. and Smith, D. E. and Hassett, C.E.(1984). “Accuracy of Performance Ratings as Affeted by Rater Training and Perceived Purpose of Rating.”Journal of Applied Psychology, 69:147-156
Murphy, K. R., and Cleveland, J. N. (1995). Performance Appraisal : An organizatioanl perspective. Boston: Allyn and Bacon.
Murphy, K. R.,and Cleveland, J. N. (1995). Understanding performance appraisal: Social, organizational, andgoal-based perspectives. ThousandOaks, CA: Sage.
Murphy, K. R. and Kellam K. L.(1984)."Effects of the Purpose of Rating on Accuracy in Observing Teacher Behavior and Elvaluating Teaching Performance.”Journal of Educational Psychology, 76:45-54.
O’ Reilly, C. A. III and Chatman , J.A.(1994) ”Working smarter and harder :A Longitudinal Study of Managerial Success. Administrative Science Quarterly, 39:603-627.
Ouigley, N. R., Tesluk, P. E., Locke, E. A., Bartol, K. M, (2007) ”A multilevel investigation of the motivational mechanisms underlying knowledge sharing andperformance. “ Organization Science, 18:71-91.
Palmer, J.K., and Feldman, J. K. (2005). “Accountability and need for cognition effects on contrast, halo, and accuracy in performance ratings.”, The Journal of Psychology , 3:127-139
Pesta, B. J. , Kass, D. S. , Dunegan, K. J. (2005) “ Image theory and the appraisal of employee performance: To screen or not to screen?” Journal of Business and Psychology, 19:341-360
Pinder,C. (1984) Work motivation: theory issues and applications . Glenview, IL: Scott Foresman.
Pulakos, E. D. (1984) “A comparison of rater trainign programs. error training andaccuracy training.”, Journal of Applied Psychology, 69:581-588.
Pulakos, E. D. (1986) “The development of training programs to increase accuracy with different rating tasks.” Organizational Behavior and Human Decision Process. 38:79-91
Roch, S. G., Ayman Roya, Newhouse Noelle, Harris, M. (2005). “Effect of indentifiability, rating audience, andconscientiousness on rating level”, International Journal of Selection andAssessment ,13:53-69
Roch, S.G., and Woehr, D. J. (1997). “The effect of rater motivation on the accuracy of performance appraisal:” an NPI approach poster presented at the annual meeting of the American Psychological Association, Chicago, IL, August.
Roberts, G. E. ( 1998) “Perspectives on enduring andemerging issues in performance appraisals.”, Public Personnel Management, 27:301-320.
Roberts, N. (2002). “Keeping public officials accountable through dialogue: resolving the accountability paradox. “Public Administration Review, 62:658-669.
Rozelle, R.M., and Baxter, J. C.(1981). “Influence of role pressures on the perceiver: Judgments of videotaped interviews varying judge account ability andresponsibility.” Journal of Applied psychology, 66:437-441.
Salvemini, N. J., and Reilly, R. R.(1993). “The influence of rater motivation on assimilation effects andaccuracy in performance ratings.” Organizational behavior and Human Decision Process, 55:41-60.
Scherer, R. F, Owen,C. L ,Brodzinski, J. D .(1991) ”rater andratee sexeffects on performance evaluations in a field setting a multivariate analysis: Method participants performance appraisal instrument andprocedure results discussion andsupplementary analysis conclusions references. “ , Management Communication Quarterly, 5:174-192
Schleicher, D. J., and Day, D. V. (1998). “A cognitive evaluation of frame-of-reference rater training : content andprocess Issues. “ Organizational Behavior and Human Decision Processes, 73:76-101
Schlenker, B. R. (1980). Impression Management : The self concept, social identity, andinterpersonal relations. Monterey, CA: Brooks /Cole.
Schlenker, B. R. (1982).” Translating actions into attitudes: An identity-analytic approach to the explanation of social conduct”. In L. Berkowitz (Ed.), Advances in Experimental Social Psychology, 15:151-181. New York: Academic Press.
Siegel-Jacobs, K., and Yates, J. F.(1996). “Effects of procedural andoutcome accountability on judgement quality.”, Organizational Behavior and Human Decision Processes, 65:1-17.
Simonson, I., and Nye, P. (1992). “The effect of accountability on susceptibility to decision errors.”, Organizational Behavior and Human Decision Processes, 51:416-446.
Simonson. I., and Nye. P. (1992). ” Deescalation strategies: A comparison of techniques for reducing commitment to losing courses of action.”, Journal of Applied Psychology, 77:419-426.
Simonson, I., and Staw. B. M. (1992). “Escalation Strategies : A comparison of Techniques for reducing for commitment to losing course of action. “, Journal of Applied Psychology, 77:419-426.
Smith, D.E. (1986). “Training programs for performance appraisal” A Review of Management, 28-40.
Smith, V. L., and Walker, M. (1993) “Monetary rewards and decision cost in experimental economics, Economic Inquiry, 31:245-261.
Spencer, Jr. L. M., & Spencer S. M. (1993) Competence at Work. New York: Wiley.
Stamoulis, D.T., and Hauenstein, N. M. A. (1993). “rater training andrating accuracy: training for dimensional accuracy versus training for ratee differentiation “. Journal of Applied Psychology, 78:994-1003.
Staw, B., and Ross, J. (1980). “Commitment in an experimenting society: A study of the attribution of leadership from administrative scenarios. “ Journal of Applied Psychology, 65:249-260.
Sulsky, L. M., and Balzer. W. K. (1988).” Meaning and measurement of performance rating accuracy: some methodological andtheoretical concerns. “ Journal of Applied Psychology , 73:pp.497-506.
Sulsky, L. M., and Day, D. V. (1992). “Frame training andcognitive categorization: An empirical investigation of rater memory Issues”, Journal of Applied Psychology,77:501-510.
Tessor, A., and Rosen, S. (1975).”The reluctance to transmit bad news”, Advances in Experimental Social Psychology , 8:193-232.
Tetlock, P. E., (1983a). “Accountability andcomplexity of thought”, Journal of Personality and Social Psychology, 45:74-83.
Tetlock, P. E., (1983b). “Accountability andthe perseverance of first impressions.” Social Psychology Quarterly, 46:285-292.
Tetlock, P. E., (1985) “Accountability: The neglected social context of judgement andchoice.” In B.M.Staw and L. Cumings (Eds,) Research in Organizational Behavior , 7:297-332 Greenwich.l C.T: JAAI press.
Tetlock, P.E. (1985). “Accountability: The neglected social context of judgment andchoice: toward a social contingency model”, In M. P. Zanna(ed.), Advances in Experimental Social Psychology, 25:331-377.
Tetlock, P. E. (1992) “The Impact of accountability on judgment andchoice: toward a social contigency model”, In Advances in Experimental Social Psychology, 25:331-376.
Tetlock, P.E., and Boettger, R. (1989). “Accountability: social magnifier of the dilution effect.” Journal of Personality and Social Psychology, 57:388-398.
Tetlock, P. E., Skitka, L., andBoettger, R. (1989) “Social andcognitive strategies for coping with accountability: conformity, complexity, andbolstering “, Journal of Personality and Social Psychology, 57:632-640.
Tetlock, P.E. and Kim, J. I. (1987) “Accountability andjudgment processes in a personality prediction task”, Journal of Personality and Social Psychology, 52:700-9.
Tyler, K. (1997). “Preparing managers to become career coaches”, HR Magazine, 42:98-101.
Uggerslev, K. L, and Sulsky, L. M.(2008) “ Using frame-of-reference training to understandthe implications of rater idiosyncrasy for rating accuracy”
Journal of Applied Psycholog, 93: 711 -734
Vroom, V. H. (1964). Work and Motivation. New York: Wiley.
Weigold, M. E, and Schlenker, B. R. (1991). “Accountability andrisk taking” ,Personality and Social Psychology Bulletin, 17:25-29.
Williams, K. J., DeNisi ,A. S., . Blencoe, A. G.,Cafferty, L. (1985). “The role of appraisal purpose: Effects of purpose information acquisition andutilization.” Organization/al Behavior and Human Decision Processes, 35:314-339.
Woehr, D. J. (1994). “understanding fram-of-reference Training: the of training on recall of performance information “ Journal of Applied Psychology, 79:525-534.
Woehr, D. J., and Huff, A. I. (1994) “Rater training for performance appraisal: A quantitative review.” Journal of Occupational and Organizational Psychology, 67:189-205.
Zhang, Y. L., and Mittal, V. (2005). “Decision difficulty: effects of procedural andoutcome accountability” . Journal of Consumer Research, l:465-462.
|