Responsive image
博碩士論文 etd-0701117-152505 詳細資訊
Title page for etd-0701117-152505
論文名稱
Title
員工能力適配、任務績效與晉升力評分:政治技巧的調節效果
The Relationship Among Employee Demand-Ability Fit, Task Performance and Promotability Ratings: The Moderating Effect of Political Skill
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
103
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2017-07-14
繳交日期
Date of Submission
2017-08-01
關鍵字
Keywords
任務績效、政治技巧、晉升力評分、員工要求能力適配
Political Skill, Employee Demand-Ability Fit, Task Performance, Promotability Ratings
統計
Statistics
本論文已被瀏覽 5788 次,被下載 19
The thesis/dissertation has been browsed 5788 times, has been downloaded 19 times.
中文摘要
晉升力評分是主管對於員工在更高職位的績效表現的主觀預期,因此在進行晉升力評分時,主管通常會以員工過去的工作績效來預測其未來表現,工作績效愈高,愈可能獲得較高的晉升力評分。另一方面,當員工的能力與工作要求相契合時較可能有好的績效表現,進而獲得晉升機會。然而過去幾乎沒有研究探討這三項變數間的關係,因此使本研究萌生研究動機。另外,組織是一個政治場域,要在組織中生存與成功,政治技巧是不可或缺的,並且訊號理論指出主管對於員工表現的評分會受到工作以外之政治性因素所干擾,因此本研究加入政治技巧,探討其是否會對上述關係產生調節效果。
本研究透過紙本郵寄與電子問卷發放,回收了260份跨產業的有效問卷。本研究採用主管填答問卷,請每位主管隨機挑選兩位直屬部屬,評核其工作與能力適配度、任務績效、政治技巧與晉升力評分。研究結果顯示,員工能力適配對晉升力評分間有正向影響,而任務績效在員工能力適配與晉升力評分間具有部分中介效果。除此之外,政治技巧對員工任務績效與晉升力評分有正向調節效果。最後,政治技巧的高低亦會影響任務績效在員工能力適配與晉升力評分間的中介效果的強弱。根據研究結果,本研究提出了以下管理意涵:1. 企業可發展相關甄選工具來招募具備政治技巧的應徵者 2. 企業可以透過教育訓練來培養或增進員工的政治技巧 3. 企業應建立績效與晉升的評核標準,確保主管做出對的升遷決策。
Abstract
Promotability ratings is the subjective judgement of supervisors toward the future performance of employees in higher positions; therefore, the past performance of employees is usually used by supervisors to predict their future performance. Employees with higher job performance are more likely to receive higher promotability ratings. Meanwhile, employees are more likely to have better performance, then be promoted, when their abilities match with job demands. In this case, present study dedicates to find out the relationship among employee demand-ability fit, task performance and promotability ratings. On the other hand, as organization is a political arena, political skill is vital for individuals to survive and be effective in organizations. Hence, we also examine whether political skill has moderating effect on the relationship above.
Present study received 260 effective supervisor-rated questionnaires from various industries in Taiwan. The analysis results reveal that employee demand-ability fit will positively relate to promotability ratings; meanwhile, task performance will partially mediate the relationship above. Besides, political skill will positively moderate the relationship between employee demand-ability fit and task performance as well as the relationship between employee demand-ability fit and promotability ratings. Furthermore, it will moderate the mediated relationship above. In sum, present study provides some managerial implications to organizations and individuals as references.
目次 Table of Contents
論文審定書…………………………………………………………………………….i
誌謝……………………………………………………………………………………ii
摘要…………………………………………………………………………………...iii
Abstract……………………………………………………………………………….iv
Table of Contents…………………………………………………………………….v
List of Figures………………………………………………………………………..vii
List of Tables…………………………………………………………………………vii
Chapter 1 Introduction………………………………………………………………..1
1.1 Research Background and Motivation………………………………………..1
1.2 Research Objectives…………………………………………………………....6
Chapter 2 Literature Review………………………………………………………….8
2.1 Employee Demand-Ability Fit………………………………………………...8
2.2 Task Performance………………………………………………………….....11
2.3 Political Skill………………………………………………………………......15
2.4 Promotability Ratings………………………………………………………...20
2.5 Consequences of employee demand-ability fit…………………………….25
2.6 Mediating role of task performance………………………………………....26
2.7 Moderating role of political skill……………………………………………...30
Chapter 3 Research Method………………………………………………………..37
3.1 Research Method……………………………………………………………..37
3.2 Hypothesis…………………………………………………………………......39
3.3 Participants and Procedure…………………………………………………..40
3.4 Measures…………………………………………………………………........43
3.5 Data Analysis……………………………………………………………….....48
Chapter 4 Results…………………………………………………………………….52
4.1 Descriptive Statistic…………………………………………………………...52
4.2 Correlation Analysis………………………………………………………......53
4.3 ANOVA……………………………………………………………………........55
4.4 Hypothesis Testing…………………………………………………………....56
4.5 Results of Hypothesis………………………………………………………...66
Chapter 5 Discussion………………………………………………………………...67
5.1 Theoretical Contributions………………………………………………….....67
5.2 Managerial Implication…………………………………………………….....70
5.3 Limitation and Future Research……………………………………………..73
Reference……………………………………………………………………………..76
Appendix: Questionnaire…………………………………………………………….88
參考文獻 References
Ahearn, K., Ferris, G. R., Hochwarter, W. A., Douglas, C., & Ammeter, A. P. (2004). Leader political skill
and team performance. Journal of Management. 30, 309-327.
Bandura, A. (1991). Social cognitive theory of self-regulation. Organizational Behavior and Human
Decision Processes, 50, 248-287.
Becker, G. 1962. “Investment in Human Capital: A Theoretical Analysis.” Journal of Political Economy 70(5) Part 2: 9–49.
Bing, M. N., Davison, H., Minor, I., Novicevic, M. M., & Frink, D. D. (2011). The prediction of task and contextual performance by political skill: A meta-analysis and moderator test. Journal of Vocational Behavior, 79(2), 563–577.
Blass, F. R., & Ferris, G. R. (2007). Leader reputation: The roles of mentoring, political skill, contextual learning, and adaptation. Human Resource Management, 46, 5-19.
Borman, W. C., & Motowidlo, S. J. 1993. Expanding the criterion domain to include elements of contextual performance. In N. Schmitt, W. C. Borman, & Associates (Eds.), Personnel selection in organizations: 71–98. San Francisco, CA: Jossey-Bass.
Borman, W. C., White, L. A., & Dorsey, D. W. (1995). Effects of ratee task performance and interpersonal factors on supervisor and peer performance ratings. Journal of Applied Psychology, 80, 168–177.
Borman, W. C., & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10, 99–109.
Breaugh, J. A. (2010). Realistic job previews. In R. Watkins, & D. Leigh (Eds.), Handbook of improving performance in the workplace, volume 2: selecting and implementing performance interventions (pp. 203–250). New York: John Wiley.
Breaugh, J. A. (2013). Employee Recruitment. Annual Review of Psychology, 64, 389–416.
Brooking, A.: 1996, Intellectual Capital. Core Asset for the Third Millennium Enterprise (International Thomson Business Press, London).
Burns, T., & Stalker, G. 1961. The management of innovation. London: Tavistock.
Cable, D.M. and Judge, T.A. (1996). Person–Organization Fit, Job Choice Decisions, and Organizational Entry. Organizational Behavior and Human Decision Processes, 67, 294–311.
Cable, D.M. and DeRue, D.S. (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87, 875–884.
Caldwell, D. F. and C. A. O’Reilly III. (1990). Measuring person-job fit with a profile-comparison process. Journal of Applied Psychology, 75, 648-657.
Caldwell, D., Chatman, J., & O'Reilly, C. (1990). Building organizational commitment: A multi- firm study. Journal of Occupational Psychology, 63, 245-261.
Campbell, J. P., Dunnette, M. D., Lawler, E. E., ffl, & Weick, K. R., Jr. (1970) Managerial behavior, performance, and effectiveness. New York: McGraw-Hill.
Carless, S.A. (2005), “Person‐job fit versus person‐organization fit as predictors of organizational attraction and job acceptance intentions: a longitudinal study”, Journal of Occupational & Organizational Psychology, Vol. 78, pp. 411‐29.
Chen, Z., Veiga, J. F., & Powell, G. N. (2011). A survival analysis of the impact of boundary crossings on managerial career advancement up to midcareer. Journal of Vocational Behavior, 79(1), 230-240.
Chuang, A. and Sackett, P.R. (2005), “The perceived importance of person‐job fit and person‐organization fit between and within interview stages”, Social Behavior and Personality, Vol. 33, pp. 209‐26.
Dansereau, F., Graen, G., & Haga, W. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role-making process. Organizational Behavior and Human Performance, 13, 46-78.
Dawis, R.B., & Lofquist, L.H. 1984. A psychological theory of work adjustment: An individual-differences model and its applications. Minneapolis: University of Minnesota Press.
Dess, G., & Picken, J. (1999). Beyond productivity: How leading companies achieve superior performance by leveraging their human capital. New York: AMACOM Books
Dienesh, R.M., & Liden, R.C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11, 618-634.
Edwards, J.R. 1991. “Person–Job Fit: A Conceptual Integration, Literature Review, and Methodological Critique”. In International Review of Industrial and Organizational Psychology, Edited by: Cooper, C.L. and Robertson, I.T. Vol. 6, 283–357. New York: Wiley.
Edwards, J.R. (1993). Problems with the Use of Profile Similarity Indices in the Study of Congruence in Organizational Research. Personnel Psychology, 46, 641–65.
Edwards, J.R. (1994). The Study of Congruence in Organizational Behavior Research: Critique and a Proposed Alternative. Organizational Behavior and Human Decision Processes, 58, 51–100.
Erdogan, B., Kraimer, M. L., & Liden, R. C. (2004). Work value congruence and intrinsic career success: the compensatory roles of leader-member exchange and perceived organizational support. Personnel Psychology, 57(2), 305-332.
Feldman, D. C. (1989). Careers in organizations: Recent trends and future directions. Journal of Management, 15, 135- 156.
Ferris, G. R., & Kacmar, K. M. (1992). Perceptions of organizational politics. Journal of Management, 18, 93–116.
Ferris, G. R., Judge, T. A., Rowland, K. M., & Fitzgibbons, D. E. (1994). Subordinate influence and the performance evaluation process: Test of a model. Organizational Behavior and Human Decision Processes, 58, 101-135.
Ferris, G. R., Davidson, S., & Perrewé, P. L. (2005). Developing political skill at work. Training, 42, 40–45.
Ferris, G. R., Treadway, D. A., Kolodinsky, R. W., Hochwarter, W. A., Kacmar, C. J., Douglas, C. and Frink, D. D. (2005b). ‘Development and validation of the political skill inventory’. Journal of Management, 31, 126–52.
Ferris, G. R., Treadway, D. C., Perrewé, P. L., Brouer, R. L., Douglas, C., & Lux, S. (2007). Political skill in organizations. Journal of Management, 33, 290 –320.
Ford, D.K., Truxillo, D.M. and Bauer, T.N. (2009) Rejected but Still There: Shifting the focus in applicant reactions to the promotional context. International Journal of Selection and Assessment, 17, 402–416
French, J.R.P., Caplan, R. D., & Harrison, R.V. (1982). The mechanisms of job stress and strains. New York: John Wiley & Sons.
Gandz, J., & Murray, V. V. (1980). The experience of workplace politics. Academy of Management Journal, 23, 237-251.
Gattiker, U. E., & Larwood, L. (1988). Predictors for managers’ career mobility, success, and satisfaction. Human Relations, 41, 569–591.
Gentry, W. A., Gilmore, D. C., Shuffler, M. L., & Leslie, J. (2012). Political skill as an indicator of promotability among multiple rater sources. Journal of Organizational Behavior, 33(1), 89–104.
George, J. M., & Brief, A. P. (1992). Feeling good-doing good: a conceptual analysis of the mood at work-organizational spontaneity relationship. Psychological Bulletin, 112, 310-329
Greenhaus, J,H,, Parasuraman, S, & Wormley, W,M, (1990), Effects of race on organizational experiences, job performance, evaluations, and career outcomes. Academy of Management Journal, 33: 64-86,
Greguras GJ, Diefendorff JM. (2009). Different fits satisfy different needs: Linking person-environment fit to employee commitment and performance using self-determination theory. Journal of Applied Psychology, 94, 465–477.
Harris, C. M., G. C. McMahan and P. M. Wright (2012), “Talent and Time Together: The Impact of Human Capital and Overlapping Tenure on Unit Performance.” Personnel Review, 41, No.4, pp. 408-427.
Harris, K. J., Kacmar, K. M., Zivnuska, S., & Shaw, J. D. (2007). The impact of political skill on impression management effectiveness. Journal of Applied Psychology, 92, 278-285.
Harris, R., Harris, K., & Harvey, P. (2007). A test of competing models of the relationships among perceptions of organizational politics, perceived organizational support, and individual outcomes. The Journal of Social Psychology, 147, 631–655.
Harvey, P., Harris, R. B., Harris, K. J., & Wheeler, A. R. (2007). Attenuating the effects of social stress: The impact of political skill. Journal of Occupational Health Psychology, 12, 105–115.
Hayes, A. F. (2012). PROCESS: A versatile computational tool for observed variable mediation, moderation, and conditional process modeling [White paper]. Retrieved from www.afhayes.com/public/ process2012.pdf
Heneman lll, H. G., & Judge, T. (2009). Staffing organizations (6th ed.). Middleton, WI: Mendota House/ McGraw-Hill.
Hochwarter, W. A., Ferris, G. R., Gavin, M. B., Perrewé, P. L., Hall, A. T., & Frink, D. D. (2007). Political skill as neutralizer of felt accountability—Job tension effects on job performance ratings: A longitudinal investigation. Organizational Behavior and Human Decision Processes, 102, 226-239.
Hui, C., Lam, S. S., & Law, K. K. (2000). Instrumental values of organizational citizenship behavior for promotion: A field quasi-experiment. Journal of Applied Psychology, 85, 822– 828.
Hunt, J.G., Osborn, R.N., & Schermerhorn, J.R. (2005). Organizational behavior (9th ed.). New York: John Wiley & Sons.
Jawahar, I., Meurs, J. A., Ferris, G. R. and Hochwarter, W. A. (2008). Self-efficacy and political skill as comparative predictors of task and contextual performance: A two-study constructive replication. Human Performance, 21, 138–157.
Jawahar, I. M. and Ferris, G. R. (2011). A longitudinal investigation of task and contextual performance influences on promotability judgments. Human Performance, 24, 251–269.
Judge, T. A., & Bretz, R. D. (1994). Political influence processes and career success. Journal of Management, 20, 43-65.
Judge, T. A., Cable, D. M., Boudreau, J. W., & Bretz, R. D., Jr. (1995). An empirical investigation of the predictors of executive career success. Personnel Psychology, 48, 485–519.
Kacmar, K., Andrews, M., Harris, K., and Tepper, B. (2013). 'Ethical leadership and subordinate outcomes: The mediating role of organizational politics and the moderating role of political skill'. Journal of Business Ethics, 115, 33-44.
Kasteler, J., Kane, R. L., Olsen, D. M., & Thetford, C. (1976). Issues underlying prevalence of" doctor-shopping" behavior. Journal of Health and Social Behavior, 328-339.
Katz, D. (1964). The motivational basis of organizational behavior. Behavioral Science, 9, 131- 146.
Katz, D., & Kahn, R. L. (1978) The social psychology of organizations (2nd ed.). New York: Wiley.
Kim, K.I., & Organ, D.W. (1982). Determinants of leader-subordinate exchange relationships. Group and Organization Studies, 7, 77-89
Kolenko, T. A., & R. J. Aldag, 1989. Congruence perceptions and managerial career/work outcomes: An exploratory analysis. Paper presented at the meeting of the National Academy of Management.
Kowalski, R. M., & Leary, M. R. (1990). Strategic self-presentation and the avoidance of aversive events: Antecedents and consequences of self-enhancement and self-depreciation. Journal of Experimental Social Psychology, 26, 322–336.
Kristof AL. (1996). Person–organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49, 1–49.
Kristof-Brown, AL. (2000). Perceived Applicant Fit: Distinguishing between Recruiters’ Perceptions of Person-job and Person-organization Fit, Personnel Psychology, 53, 643-671.
Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals’ fit at work: A meta-analysis of person–job, person– organization, person– group, and person–superior fit. Personnel Psychology, 58, 281–342.
Lauver, K. J., & Kristof-Brown, A. (2001). Distinguishing between employees’ perceptions of person–job and person–organization fit. Journal of Vocational Behavior, 59, 454–470.
Lepak, D. P., & Snell, S. A. (1999). The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review, 24, 31–48.
Levy, D. A., Collins, B. E., & Nail, P. R. (1998). A new model of interpersonal influence characteristics. Journal of Social Behavior and Personality, 13, 715–733.
Lewin, K. (1951), Field Theory in Social Science, New York: Harper.
Lind, E. A., & van den Bos, K. (2002). When fairness works: Toward a general theory of uncertainty management. In B. M. Staw & R. M. Kramer (Eds.), Research in organizational behavior (Vol. 24, pp. 181– 223). Boston: Elsevier
Locke, E.A., Mento, A.J., & Katcher, B.L. (1978). The interaction of ability and motivation in performance: An exploration of the meaning of moderators. Personnel Psychology, 31,269-280.
London, M., & Stumpf, S. A. (1982). Managing careers. Reading, MA: Addison-Wesley.
London M, Stumpf SA. (1983). Effects of candidate characteristics on management promotion decisions: An experimental study, PERSONNEL PSYCHOLOGY, 36, 241–259.
Longenecker, C.O. and Fink, L.S. (2008), “Key criteria in twenty-first century management promotion decisions”, Career Development International, Vol. 13 No. 3, pp. 241-51.
Luthans, Fred, Stuart A. Rosenkrantz & Harry Hennessey. (1985). What do successful managers really do? An observational study of managerial activities. Journal of Applied Behavioral Science, 21, 255-70.
Luthans, E, Hodgetts, R. M. & Rosenkrantz, S. A. (1988). Real Managers. Cambridge, MA: Ballinger.
Luthans, F. (1988). Successful vs. effective real managers. Academy of Management Executive, 2, 127-132
Luthans, Fred, Dianne H.B. Welsh & Lewis A. Taylor. (1988). A descriptive model of managerial effectiveness. Group & Organization Studies, 13, 148-62.
Lyness, K. S., & Heilman, M. E. (2006). When fit is fundamental: Performance evaluations and promotions of upper-level female and male managers. Journal of Applied Psychology, 91, 777–785.
MacKenzie, S. B., Podsakoff, P. M., & Fetter, R. (1991). Organizational citizenship behavior and objective productivity as determinants of salespersons' performance. Organizational Behavior and Human Decision Processes, 50, 123-150.
Mayes, B. T. and Allen, R. W. (1977). Toward a definition of organizational politics. Academy of Management Review, 2, 672-678.
Mintzberg, H. (1983). Power in and around Organizations. Prentice-Hall, Englewood Cliffs, NJ.
Mirvis, P. H., & Hall, D. T. (1994). Psychological success and the boundaryless career. Journal of Organizational Behavior, 15, 365–380.
Motowidlo, S. J., & Van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance. Journal of Applied Psychology, 79, 475–480.
Ng, T. W. H., & Feldman, D. C. (2010). The relationships of age with job attitudes: A meta-analysis. Personnel Psychology, 63, 677–718.
Ng, T., & Feldman, D. (2010). Human capital and objective indicators of career success: The mediating effects of cognitive ability and conscientiousness. Journal of Occupational and Organizational Psychology, 83, 207–235.
O'Reilly CA, Chatman J. (1986). Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior. Journal of Applied Psychology, 71(3), 492–499.
O'Reilly CA, Chatman J, Caldwell DF. (1991). People and organizational culture: A profile comparison approach to assessing person–organization fit. Academy of Management Journal, 34(3), 487–516.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.
Pervin LA. (1968). Performance and satisfaction as a function of individual-environment fit. Psychological Bulletin, 69, 56–68.

Pfeffer, J.1981. Power in Organizations (Vol. 33). Marshfield, MA: Pitman
Pfeffer, J. Managing with Power: Politics and Influence in Organizations, Harvard Business School Press, Boston, 1992.
Porter, L. W., & Lawler, E. E., III. (1965). Properties of organizational structure in relation to job attitudes and job behavior. Psychological Bulletin, 64, 23-51.
Reddin, W. J. (1970). Managerial effectiveness. New York: McGraw-Hill Book Co.
Rioux, S. M., & Penner, L. A. (2001). The causes of organizational citizenship behavior: A motivational analysis. Journal of Applied Psychology, 86, 1306-1314.
Rosenbaum JE. (1984). Career mobility in a corporate hierarchy. Orlando, FL: Academic Press.
Saks, A.M. and Ashforth, B.E. 1997. Socialization Tactics and Newcomer Information Acquisition. International Journal of Selection and Assessment, 5: 48–61.
Schneider, S.C. (1987). Managing boundaries in organizations. Political Psychology, 8, 379–393.
Schriesheim, C. A., Castro, S. L., & Cogliser, C. C. (1999). Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices. Leadership Quarterly, 10, 63–113.
Scroggins, W. 2008. The relationship between employee fit perceptions, job performance, and retention: Implications of perceived fit. Employee Responsibilities & Rights Journal, Vol. 20, No. 1, pp. 57-71.
Seibert, S.E., Crant, J.M., & Kraimer, M. L. (1999). Proactive personality and career success. Journal of Applied Psychology, 84, 416-427.
Seibert, S. E., Kraimer, M. L., & Liden, R. C. (2001). A social capital theory of career success. Academy of Management Journal, 44, 219– 237.
Semadar, A., Robins, G., & Ferris, G. R. (2006). Comparing the effects of multiple social effectiveness constructs in the prediction of managerial performance. Journal of Organizational Behavior, 27, 443-461.
Sonnenfeld, J. and Kotter, J.P. (1982) ‘The Maturation of Career Theory’, Human Relations, 35: 19–46.
Sturman, M. C. (2003). Searching for the inverted U-shaped relationship between time and performance: Meta-analyses of the experience/ performance, tenure/performance, and age/performance relationships. Journal of Management, 29, 609 – 640.
Taris, R., & Feij, J.A. (2001). Longitudinal examination of the relationship between suppliesvalues fit and work outcomes. Applied Psychology: An International Review, 50, 52-80.
Taris, R., Feij, J.A. and Van Vianen, A.E.M. (2005). Met Expectations and Supplies–Values Fit of Dutch Young Adults as Determinants of Work Outcomes. International Journal of Human Resource Management, 16, 366–82.
Taylor, R. (1975). Preferences of industrial managers for information sources in making promotion decisions. Journal of Applied Psychology, 60, 269–272.
Thau, S., Bennett, R. J., Mitchell, M. S., & Marrs, M. B. (2009). How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective. Organizational Behavior and Human Decision Processes, 108, 79–92.
Treadway, D. C., Ferris, G. R., Duke, A. B., Adams, G. L., & Thatcher, J. B. (2007). The moderating role of subordinate political skill on supervisors’ impressions of subordinate ingratiation and ratings of subordinate interpersonal facilitation. Journal of Applied Psychology, 92, 848-855.
van den Bos, K., & Lind, E. A. (2002). Uncertainty management by means of fairness judgments. In M. Zanna (Ed.), Advances in experimental social psychology (Vol. 34, pp. 1– 60). New York: Academic Press.
Van Scotter, J. R., & Motowidlo, S. J. (1996). Interpersonal facilitation and job dedication as separate facets of contextual performance. Journal of Applied Psychology, 81, 525–531.
Van Scotter, J., Motowidlo, S. J., & Cross, T. C. (2000). Effects of task performance and contextual performance on systemic rewards. Journal of Applied Psychology, 85, 526- 535.
Vancouver, J. B., & Schmitt, N. W. (1991). An exploratory examination of person-organization fit: Organizational goal congruence. Personnel Psychology, 44, 333-352.
Verquer, M. L., Beehr, T. A., & Wagner, S. H. (2003). A meta-analysis of relations between person– organization fit and work attitudes. Journal of Vocational Behavior, 63, 473– 489.
Vigoda, E. (2000). Organizational politics, job attitudes, and work outcomes: Exploration and implications for the public sector. Journal of Vocational Behavior, 57, 326–347.
Vogel, R. M., & Feldman, D. C. (2009). Integrating the levels of person-environment fit: The roles of vocational fit and group. Journal of Vocational Behavior, 75, 68-81.
Wayne, S. J., & Ferris, G. R. (1990). Influence tactics, affect, and exchange quality in supervisor-subordinate interactions: A laboratory experiment and field study. Journal of Applied Psychology, 75, 487-499.
Wayne SJ, Liden RC, Kraimer ML, Graf IK. (1999). The role of human capital, motivation and supervisor sponsorship in predicting career success. Journal of Organizational Behavior, 20, 577–595.
Werbel, J.D., & Gilliland, S. W. 1999. The use of person- environment fit in the selection process. In G. Ferris (Ed.), Research in personnel and human resources management, vol. 17: 209-245. Greenwich, CT: JAI Press.
Wexley KN, Klimoski R, (1984), Performance appraisal: An update. In Rowland KM, Ferris GD (Eds,), Resarch in personnel and human resources. Vol. 2 (pp, 35-79). Greenwich, CT: JAI Press.
Wilk, S. L., & Sackett, P. R. (1996). Longitudinal analysis of ability-job complexity fit and job change. Personnel Psychology, 49, 937–967.
Williams RS, Walker J. (1985). Sex differences in performance rating: A research note. Journal of Occupational Psychology, 58, 331–337.
電子全文 Fulltext
本電子全文僅授權使用者為學術研究之目的,進行個人非營利性質之檢索、閱讀、列印。請遵守中華民國著作權法之相關規定,切勿任意重製、散佈、改作、轉貼、播送,以免觸法。
論文使用權限 Thesis access permission:自定論文開放時間 user define
開放時間 Available:
校內 Campus: 已公開 available
校外 Off-campus: 已公開 available


紙本論文 Printed copies
紙本論文的公開資訊在102學年度以後相對較為完整。如果需要查詢101學年度以前的紙本論文公開資訊,請聯繫圖資處紙本論文服務櫃台。如有不便之處敬請見諒。
開放時間 available 已公開 available

QR Code