绩效考评的情境嵌入性研究述评
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外国经济与管理 2009 年 第 31 卷第 01 期, 页码：58 - 65
摘要
参考文献
摘要
绩效考评具有很强的"情境嵌入性",对嵌入情境的关注构成了绩效考评理论演进的逻辑主线。本文系统地探讨了权威结构对绩效考评的嵌入性约束、考评主体的认知—情境建构,考评主客体之间的社会互动以及考评活动与组织情境的互动。研究表明,绩效考评理论与实践必须走出"功利性"和"工具化"的窠臼,在更广阔的组织和社会情境下思考绩效考评有效性的实践蕴意。
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[15]Waldersee,R,and Luthans,F.The impact of positive and corrective feedback on customers service performance[J.]Journal of Organi-zational Behavior,1994,15(1):83-95.
[16]van Dijk,D,and A N Kluge.rFeedback sign effect on motivation:Is it moderated by regulatory focus?[J].Applied Psychology:AnInternational Review,2004,53(1):113-135.
[17]Birte Asmuβ.Performance appraisal interviews:Preference organization in assessment sequences[J].Journal of Business Communica-tion,2008,45(4):408-429.
[18]Kerr,S.On the folly of rewarding A,while hoping for B[J].The Academy of Management Journal,1975,18(4):769-783.
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[20]Dean R Spitze.rTransforming performance measurement:Rethinking the way we measure and drive organizational success[M].NewYork:American Management Association,2007.
①Higgins(1997)认为,由于人们存在不同的自我指导(self-guide)方式,因而存在两种不同的自我调节系统,分别涉及提升调节点和防御调节点。拥有提升调节点的个体主要追求理想、成就和较高的目标,用长远的眼光看待事物,能够协调内部需要,关心发展、变化和理想的实现。而拥有防御调节点的个体主要追求责任和安全,奋斗目标较低、关注短期结果、对社会压力敏感而且主要关心目标的保持以及已获得的地位。
②会话分析法由Sacks等人在上世纪60年代创立,它是研究互动交流如何局部构建的方法,描述并解释会话者进行社会交往所运用并依赖的能力,即会话参与者理解、控制、建构会话的能力(Seedhouse,2004),旨在了解和解释会话者本人对社会现实(social reality)的认知。会话互动结构(interactional organization)共包括四部分:话轮转换(turn-taking)———规约着话轮的建构并协调话轮的顺利转换,使沉默和重叠出现的频率最小;序列结构(sequence)———使参与者在会话中进行有关联、有意义的互动;修正(repair)———去除障碍,起着补救交流的作用,维持观点互惠和主体间的交互;合意(preference)———合意的反应对对方的行为是接纳的,有助于与会话者的一致,而不合意的反应则是疏远对方的行为。这四部分是人们在交际中规范地运用并参照的互动组织结构,是人们产出社会行为的标准模式和理解他人社会行为的参照点。具体参见:Sacks,H,Schegloff,E,and Jefferson,G.A simplest systematics for the organi-zation of turn-taking for conversation[J].Language,1974,50(4):696-735。
[2]Mischel,W,and Shoda,Y.A cognitive-affective system theory of personality:Reconceptualizing situations,dispositions,dynamics,andinvariance in personality structure[J].Psychological Review,1995,102(2):246-268.
[3]Mischel,W,and Avduk,Ozlem.Self-regulation in a cognition-affective personality system:Attentional control in the service of the self[J].Self and Identity,2002,1(2):113-120.
[4]Brunswik,E.Perception and representative design of experiments[M.]Berkeley:University of California Press,1956.
[5]Ray W Cooksey.The methodology of social judgment theory[J.]Thinking and Reasoning,1996,2(1):141-173.
[6]Hammond,K R.Human judgment and social policy:Irreducible uncertainty,inevitable error and unavoidable injustice[M.]New York:Oxford University Press,1996.
[7]Thomas Decotiis,and AndréPetit.The performance appraisal process:A model and some testable proposition[J.]Academic ofManagement Review,1978,7(4):635-646.
[8]Meyer,H,Kay,E,and French,.JSplit roles in performance appraisal[J.]Harvard Business Review,1965,43(1):123-129.
[9]Douglas McGrego.rUneasy look at performance appraisal[J].Harvard Business Review,1957,35(3):89-94.
[10]Harry Levinson.Management by whose objectives?[J].Harvard Business Review,1970,48(4):125-134.
[11]Robert D Bretz,Jr,and George T Milkovich.The current state of performance appraisal research and practice:Concerns,directions,and implications[J.]Journal of Management,1992,18(2):321-352.
[12]Banks,G,and Murphy,K R.Toward narrowing the research-practice gap in performance appraisal[J].Personnel Psychology,1985,38(2):335-345.
[13]Paul E Levy,and Jane R William.sThe social context of performance appraisal:A review and framework for the future[J].Journal ofManagement,2004,30(6):881-905.
[14]Roberts,G E.Employee performance appraisal system participation:A technique that works[J].Public Personnel Management,2002,31(3):333-342.
[15]Waldersee,R,and Luthans,F.The impact of positive and corrective feedback on customers service performance[J.]Journal of Organi-zational Behavior,1994,15(1):83-95.
[16]van Dijk,D,and A N Kluge.rFeedback sign effect on motivation:Is it moderated by regulatory focus?[J].Applied Psychology:AnInternational Review,2004,53(1):113-135.
[17]Birte Asmuβ.Performance appraisal interviews:Preference organization in assessment sequences[J].Journal of Business Communica-tion,2008,45(4):408-429.
[18]Kerr,S.On the folly of rewarding A,while hoping for B[J].The Academy of Management Journal,1975,18(4):769-783.
[19]George Bohlander,and Scott Snel.lManaging human resources[M].(13th Ed.).Ohio:Thomson South-Western,2004.
[20]Dean R Spitze.rTransforming performance measurement:Rethinking the way we measure and drive organizational success[M].NewYork:American Management Association,2007.
①Higgins(1997)认为,由于人们存在不同的自我指导(self-guide)方式,因而存在两种不同的自我调节系统,分别涉及提升调节点和防御调节点。拥有提升调节点的个体主要追求理想、成就和较高的目标,用长远的眼光看待事物,能够协调内部需要,关心发展、变化和理想的实现。而拥有防御调节点的个体主要追求责任和安全,奋斗目标较低、关注短期结果、对社会压力敏感而且主要关心目标的保持以及已获得的地位。
②会话分析法由Sacks等人在上世纪60年代创立,它是研究互动交流如何局部构建的方法,描述并解释会话者进行社会交往所运用并依赖的能力,即会话参与者理解、控制、建构会话的能力(Seedhouse,2004),旨在了解和解释会话者本人对社会现实(social reality)的认知。会话互动结构(interactional organization)共包括四部分:话轮转换(turn-taking)———规约着话轮的建构并协调话轮的顺利转换,使沉默和重叠出现的频率最小;序列结构(sequence)———使参与者在会话中进行有关联、有意义的互动;修正(repair)———去除障碍,起着补救交流的作用,维持观点互惠和主体间的交互;合意(preference)———合意的反应对对方的行为是接纳的,有助于与会话者的一致,而不合意的反应则是疏远对方的行为。这四部分是人们在交际中规范地运用并参照的互动组织结构,是人们产出社会行为的标准模式和理解他人社会行为的参照点。具体参见:Sacks,H,Schegloff,E,and Jefferson,G.A simplest systematics for the organi-zation of turn-taking for conversation[J].Language,1974,50(4):696-735。
引用本文
马君. 绩效考评的情境嵌入性研究述评[J]. 外国经济与管理, 2009, 31(1): 58–65.
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