【作者】 冯明；

【导师】 王重鸣；

【作者基本信息】 浙江大学 ， 工业心理学， 2000， 博士

【摘要】 本论文在文献分析的基础上,运用自我调整模型、自我功效和绩效等相关理论,通过案例分析、问卷测量和现场实验等方法,对360度绩效反馈的作用机制进行了研究。本文的焦点主要集中在以下几个问题:(1) 反馈机制与影响因素;(2) 绩效评估指标体系;(3) 反馈源评价的比较与分析。 本文共分为四个研究: 研究1对一家中外合资企业实施360度绩效反馈实践进行了案例分析,发现了360度绩效反馈作用机制的影响因素,同时提出了在我国企业中实施360度绩效反馈应当注意的问题及其改进措施。 研究2采用问卷测量的方法对个体反馈寻求行为作出了研究,调查了生产性企业中不同层次的305名员工。研究的几个主要结论:(1)对自己绩效和对组织绩效反馈寻求的寻求模式基本相同,对他人绩效反馈寻求中寻求正面反馈信息、寻求价值感知与自己绩效水平有正相关关系,而寻求成本感知与自己绩效水平有负相关关系。(2)管理人员比一般员工对组织绩效和自己绩效具有更积极的寻求反馈行为。(3)高自评绩效的员工比低自评绩效的员工有更加积极的反馈寻求行为。 研究3采用问卷测量方法对被反馈者获得负面反馈后的反应策略作出了研究,本研究共分为两部分: 第一部分是制作企业员工获得负面反馈后反应策略的测量工具,本部分对来自不同地区不同企业的205名员工进行了调查,结果表明了该测量工具具有良好的效度和信度。 第二部分探讨寻求反馈、自我功效和自评绩效与负面反馈的反应策略的关系,本部分研究对169名企业各级管理人员进行了调查,结果表明:(1)采取积极寻求反馈行为的管理者对负面反馈更有可能采取绩效定位的反应策略。(2)高自我功效的管理者比低自我功效的管理者有更积极的寻求反馈行为,并且对负面反馈更有可能采用绩效定位反应策略,较少可能采用自我定位反应策略。(3)在对同级反馈源提供负面反馈时,高自我功效的管理人员和低自我功效的管理更多还原

【Abstract】 On the basis of literature analysis, applying the related theories on self-regulation model, self-efficacy and performance model, this paper studied the mechanism of 360-degree performance feedback by case study, questionnaire surveys and experiments. The focus of this paper is upon the mechanism of performance feedback, the factors influencing the mechanism, the structure of performance dimensions and the performance appraisal from performance feedback sources.This paper consisted of four parts:In study 1, the practice of 360-degree performance feedback was analyzed by case study in a joint venture. The factors influencing the mechanism of 360-degree performance feedback were identified.In study 2, the performance feedback-seeking behavior of 305 employees was measured by questionnaire surveys; which showed the following results: (1) The model of seeking individual performance feedback was the same as the model of seeking organization’s performance feedback. But in the process of seeking peers performance feedback, the subjects seek more positive performance feedback of peers; (2) Managers were more positive than ordinary employees in performance feedback-seeking behavior; (3) The employees with higher performance were more positive than those with lower performance in performance feedback-seeking behaviors.In study 3, the response strategies for negative information feedback of performance feedback receptor were analyzed by questionnaire survey. This research included two parts:In part 1, the survey instrument on the response strategies for negative performance feedback was developed on the basis of investigating 205 employees.In part 2, using questionnaire surveys, 169 managers were measuredon performance feedback-seeking behavior, self-efficacy, performance and the response strategies. The results showed: (1) The more positive performance feedback-seeking behavior, the more possible the managers adopt the effectiveness-oriented response strategies; (2) The managers with higher self-efficacy, are more positive in performance feedback-seeking behavior, more possible to adapt the effectiveness-oriented response strategies, and less possible to use self-oriented response strategy, than that of the managers with lower self-efficacy; (3) When the performance feedback source was from peers, the managers with highest self-efficacy and the manager with lowest self-efficacy were more possible to use the explanation strategy than that of the manager with middle self-efficacy; (4) The managers with higher performance were more possible to use the extra effort strategies, But the managers with lower performance were more possible to use the lower performance expectation strategy; (5) The strategies (such as influencing evaluation, avoidance and extra effort) were more applied in response for negative performance feedback from supervisors; (6) The primary manager was more possible to use the influencing evaluation and avoidance strategies when they received the negative performance feedback from their peers, CEO and middle-level managers more adopted an extra effort strategy when they received negative performance feedback from their supervisors.In study 4, using 264 student cadres in a university as subjects, the mechanism of 360-degree performance feedback was further analyzed by a field experiment. This research included two parts:In part 1, the agreement between different sources on evaluation was tested, The agreement between different sources was low, and the disagreement was mainly from the evaluation of teachers.In part 2, the focus of this part was the analysis of mechanism of performance feedback. The results showed: (1) The subject reduced their self-efficacy, value of the feedback-seeking behavior, the appraisal satisfaction and the improvement value of this feedback, and increased the cost of the feedback-seeking, when they received only the negative feedback;(2) 360-degree performance feedback could increase self-efficacy, induced the cost of feedback-seeking, and led to seeking morenegative feedback and less positive feedback; (3) There was an interaction among the purpose of feedback, feedback sign and feedback sources in self-efface and cost of feedback-seeking.After four researches, we found that the performance model, which put forward by Motowidlo etal (1993, 1996) and Convay (1999), could be applied in the Chinese context.更多还原