主管的管理效能，是以其如何有效地影響其他人，達成其工作目標而定。在一個複雜的組織中，領導者更需仰賴影響策略及方式以達成日常工作及長期的組織目標，以增進其工作績效。主管係運用影響策略(influence tactics)實行其政治行為以達成其組織內權力運作的過程，故本研究之目的即是希望瞭解企業組織內主管實行向下影響策略及對其工作績效間的關係。經實證分析，本研究綜合發現如下：
1 男性使用理性要求影響策略大於女性、女性脈絡績效大於男性。
2 年齡30-39歲主管使用理性要求策略大於50歲以上主管、未滿30歲主管使用聯盟及妨礙影響策略大於其它年齡層主管、50歲以上主管的任務績效及脈絡績效大於其它年齡層主管。
3 未婚主管使用妨礙影響策略大於已婚主管、已婚主管的任務績效及脈絡績效高於未婚主管。
4 碩、博士教育程度主管使用理性要求、聯盟、交換、施壓及妨礙影響策略，均高於其他教育程度主管。
5 滿一年未滿三年工作年資主管，使用理性要求及妨礙影響策略大於其它工作年資主管；十年以上工作年資主管使用聯盟及施壓大於其它工作年資主管。
6 高階主管使用理性要求及施壓影響策略大於其他低階主管；專業職主管使用聯盟及妨礙影響策略大於其他職級主管。
7 中階主管任務績效高於其他職級主管；高階主管脈絡績效大於其他職級主管。
8 藉著控制性別、年齡、婚姻狀況、教育程度、工作年資及職級，以釐清向下影響策略與工作績效間之關係後，發現：
8.1 男性、35歲(含)以上、單身、專科(含)以下、中高階主管、資深主管(5年以上年資)，其使用理性要求影響策略愈多，其整體工作績效、任務績效及脈絡績效愈高。
8.2 大學(含)以上及資深主管(5年以上年資)，其使用交換影響策略愈多，其整體工作績效愈高。
8.3 資淺主管(5年以下年資)，使用施壓影響策略愈多，其任務績效愈高。
8.4 男性、35歲(含)以上、單身、大學(含)以下、中高階主管，其使用交換影響策略愈多，其脈絡績效愈高。

Manager’s managerial effectiveness is measured by how successfully he/she influences others. Leaders exert influence tactics to achieve task objective and organizational long-term objectives in a complex environment in order to maximize their job performance. By means of influence tactics, managers exert political behavior over others to achieve their organizational power settings. Thus, the purpose of the study is to understand the relationship between downward influence tactics and job performance. Results showed as following:
1. Male managers use more rationality influence tactic than that of females; female manager’s contextual performance is better than that of males.
2. Managers with age between 30-39 use rationality influence tactic more than those of age 50 and above; managers with age below 30 use network and counteract influence tactics more than those of other age groups; task performance and contextual performance of managers with age over 50 are better than other age groups
3. Single managers use counteract influence tactic more than married managers; task performance and contextual performance of single managers are better than those of married managers
4. Managers with Master/Doctoral degrees use rationality, network, exchange, pressure, and counteract influence tactics more than those of other educational backgrounds.
5. Managers with 1 ~ 3 years working experiences use rationality and counteract influence tactics more than those of other years of working experiences; managers with working experiences over 10 years use network and pressure more than those of other years of working experiences.
6. High-level managers use rationality and pressure influence tactics more than those of other lower level managers; project-based managers use network and counteract influence tactics more than those of other levels of managers.
7. Middle-level managers have higher task performance than that of other levels of managers; high-level managers have higher contextual performance than that of other levels of managers.
8. After using gender, age, martial status, educational background, working experience and job level as control variables, and compare the relationship between downward influence tactics and job performance, we found:
8.1 Managers who are male, age over 35, single, college and below educational background, middle/high level, 5 years and above working experiences, the more rationality influence tactic they use, the better their job performance are.
8.2 Managers who are university and above, have 5 years and above working experiences, the more exchange influence tactic they use, the better their job performance are.
8.3 Managers who have less than 5 years of working experiences, the more pressure influence tactic they use, the better their task performance are.
8.4 Managers who are male, 35 years and above, single, university and below, and middle/high level, the more exchange influence tactic they use, the better their contextual performance they are.

第一章 緒論
第一節 研究動機 1
第二節 研究目的 3
第三節 研究步驟 4

第二章 文獻探討
第一節 組織政治行為及向下影響策略 6
第二節 工作績效的定義及其相關研究 20
第三節 組織政治行為與工作績效相關研究 29

第三章 研究方法
第一節 研究架構與研究假設 31
第二節 操作型定義 33
第三節 變項測量工具 35
第四節 資料蒐集方法 43
第五節 量表信度及因素分析 44
第六節 統計分析方法 49
第七節 修正後的研究架構 51

第四章 實證資料分析
第一節 各變項之描述性統計 52
第二節 各研究變項在個人變項上之差異性分析 56
第三節 各研究變項間之相關分析 66
第四節 各研究變項間之迴歸分析 68
第五節 綜合討論 72

第五章 結論與建議
第一節 研究發現 76
第二節 研究建議 78
第三節 研究限制 80

參考文獻
中文部份 81
英文部份 82

附錄一、研究問卷 86
附錄二、向下影響策略原始問卷 89
附錄三、工作績效原始問卷 91
附錄四、樣本總描述 93

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