绩效考核对知识型员工反生产行为影响研究
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摘要
随着管理理论的发展和实践的需要,国外对组织中存在反生产行为研究越来越得到关注,并且也取得了丰硕的研究成果。随着我国国民教育的发展和经济水平的提升,我国知识型员工占组织的比例越来越大,他们对组织的重要性也越来越显著。但是国内对反生产行为的研究尚处在起步阶段,尤其是对知识型员工的反生产行为研究则更少。绩效考核作为管理中一种有效的工具,对组织绩效的提升起到很大的推动作用。但近期研究发现,绩效考核是把双刃剑,运用不当则会对组织造成负面影响。如何预防和减少知识型员工的反生产行为,如何正确使用绩效考核,这是摆在理论界和实践界的重要课题。
本文在对相关文献研究的基础上,通过实证研究,检验了绩效考核目的、绩效考核目标和绩效考核公平对知识型员工反生行为的影响,得出如下结论：
(1)绩效考核目的与知识型员工反生产行为有相关关系。其中,发展型绩效考核与知识型员工的失德行为、钻空子、消极服从、保守知识和工作撒谎都是负相关的,而评估型绩效考核与知识型员工反生产行为的各个维度都是高度正相关的。
(2)绩效考核目标与知识型员工反生产行为中的抵制行为有负相关关系。
(3)绩效考核公平感与知识型员工反生产行为呈负相关关系。其中,绩效考核程序公平、互动公平对知识型员工反生产行为的各个维度影响尤其显著,而分配公平只对抵制行为有显著负向影响。
本文研究结论对组织对知识型员工反生产行为的预防和管理具有一定的启示作用。首先,组织应区分出知识型员工与传统员工的反生产行为的不同。其次,组织在对知识型员进行绩效考核时要以发展型绩效考核为目的,尽量降低评估型绩效考核的比例；要保证绩效考核目标的合理性和可实现性；要保持绩效考核的公平,尤其是程序公平和互动公平。
论文最后讨论了研究结论,并指出了本文研究局限和未来研究的探索方向。
With the development of management theory and the needs of practice, counterproductive work behavior has got more and more attentions in the organizations in foreign counteries, and also achieved fruitful research. With the development of China's national education and economic development, the proportion of knowledge workers in China is increasing and their importance to the organizations is becoming more and more significant. But the research on the counterproductive behavior is still in its infancy in domestic, especially on the counterproductive behavior of knowledge workers is less. Performance appraisal as an effective tool in the management plays a significant role in promoting the organizational performance. However, performance appraisal is a double-edged sword, and inappropriate use will cause a negative impact on the organization. How to prevent and reduce the knowledge workers'counterproductive behavior and how to properly use the performance appraisal,which are the important subjects of the theory and practice community.
On the basis of relevant literatures, through empirical study, the paper tests the relationship between knowledge workers'counterproductive behavior and the purpose of performance appraisal, performance appraisal goal and performance appraisal fair. The conclusions are below.
(1) Performance appraisal purposes are correlated to knowledge workers' counter-productive behavior. And the development of performance appraisal is negatively correlated to Misconduct, Advantage of the loopholes, negative obedience, conservative knowledge and lie in work. And evaluative performance appraisal is highly positive related to each dimension of the knowledge workers' counter-productive behavior.
(2) Performance appraisal goal is negatively correlated to boycott behavior.
(3) Fairness perception in performance appraisal is negatively correlated to knowledge workers counter-productive behavior.Procedural fairness and interactional fairness are significantly and negatively correlated to knowledge workers counter-productive behavior, while distributive fairness is only to boycott significantly.
The conclusion of this paper has some inspiration for the organizational prevention and management of the knowledge workers counterproductive behavior. Firstly, the organization should distinguish the different counterproductive behavior of the knowledge workers and traditional employees. Secondly, the organization should set the purpose of development performance appraisal when take performance appraisal and minimize evaluative performance appraisal; make sure to maintain the performance appraisal goal setting reasonable and achievable. Make sure to maintain procedural fairness and interactional fairness.
The end of the paper concludes with a discussion conclusions, and pointed out the limitations of this study and future research direction of exploration.
本文在对相关文献研究的基础上,通过实证研究,检验了绩效考核目的、绩效考核目标和绩效考核公平对知识型员工反生行为的影响,得出如下结论：
(1)绩效考核目的与知识型员工反生产行为有相关关系。其中,发展型绩效考核与知识型员工的失德行为、钻空子、消极服从、保守知识和工作撒谎都是负相关的,而评估型绩效考核与知识型员工反生产行为的各个维度都是高度正相关的。
(2)绩效考核目标与知识型员工反生产行为中的抵制行为有负相关关系。
(3)绩效考核公平感与知识型员工反生产行为呈负相关关系。其中,绩效考核程序公平、互动公平对知识型员工反生产行为的各个维度影响尤其显著,而分配公平只对抵制行为有显著负向影响。
本文研究结论对组织对知识型员工反生产行为的预防和管理具有一定的启示作用。首先,组织应区分出知识型员工与传统员工的反生产行为的不同。其次,组织在对知识型员进行绩效考核时要以发展型绩效考核为目的,尽量降低评估型绩效考核的比例；要保证绩效考核目标的合理性和可实现性；要保持绩效考核的公平,尤其是程序公平和互动公平。
论文最后讨论了研究结论,并指出了本文研究局限和未来研究的探索方向。
With the development of management theory and the needs of practice, counterproductive work behavior has got more and more attentions in the organizations in foreign counteries, and also achieved fruitful research. With the development of China's national education and economic development, the proportion of knowledge workers in China is increasing and their importance to the organizations is becoming more and more significant. But the research on the counterproductive behavior is still in its infancy in domestic, especially on the counterproductive behavior of knowledge workers is less. Performance appraisal as an effective tool in the management plays a significant role in promoting the organizational performance. However, performance appraisal is a double-edged sword, and inappropriate use will cause a negative impact on the organization. How to prevent and reduce the knowledge workers'counterproductive behavior and how to properly use the performance appraisal,which are the important subjects of the theory and practice community.
On the basis of relevant literatures, through empirical study, the paper tests the relationship between knowledge workers'counterproductive behavior and the purpose of performance appraisal, performance appraisal goal and performance appraisal fair. The conclusions are below.
(1) Performance appraisal purposes are correlated to knowledge workers' counter-productive behavior. And the development of performance appraisal is negatively correlated to Misconduct, Advantage of the loopholes, negative obedience, conservative knowledge and lie in work. And evaluative performance appraisal is highly positive related to each dimension of the knowledge workers' counter-productive behavior.
(2) Performance appraisal goal is negatively correlated to boycott behavior.
(3) Fairness perception in performance appraisal is negatively correlated to knowledge workers counter-productive behavior.Procedural fairness and interactional fairness are significantly and negatively correlated to knowledge workers counter-productive behavior, while distributive fairness is only to boycott significantly.
The conclusion of this paper has some inspiration for the organizational prevention and management of the knowledge workers counterproductive behavior. Firstly, the organization should distinguish the different counterproductive behavior of the knowledge workers and traditional employees. Secondly, the organization should set the purpose of development performance appraisal when take performance appraisal and minimize evaluative performance appraisal; make sure to maintain the performance appraisal goal setting reasonable and achievable. Make sure to maintain procedural fairness and interactional fairness.
The end of the paper concludes with a discussion conclusions, and pointed out the limitations of this study and future research direction of exploration.
引文
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[2]Lauet, Lau, S. A qualitative and quantitative review of antecedents of counterproductive behavior in organizations[J]. Journal of Business and Psychology,2003,18(1):73～99
[3]Heimovies, Brow. Municipal Employee Behavior and Exchange Process [J]. Midwest Review of Public Administration,1976,12(10):201
[4]Raelin, J. An examination of deviant/adaptive behaviors in the organizational careers of professionals[J]. Academy of Management Review,1984,9,413-427
[5]Raelin, J. A. Three scales of professional deviance within organizations [J]. Journal of Organizational Behavior,1994,15,483-501
[6]彭贺.反生产行为理论研究综述[J].管理学报,2010(6)：834-840
[7]Saul Fine, Ishayau Horowitz, Hanoch Weigler. Is good character good enough? The effects of situational variables on the relationship between integrity and counterproductive work behaviors [J].Human Resource Management Review,2010 (20):73-84
[8]Lamarcus Bolton, Lies Becker, Larissa K. Big Five trait predictors of differential counterproductive work behavior dimensions[J].Barber Personality and Individual Differences,2010(49):537-541
[9]Berry, C.M., Ones, D.S., and Sackett, P.R. Interpersonal Deviance, Organizational Deviance, and their Common Correlates:A Review and Meta-analysis'[J].Journal of Applied Psychology [J],2007,9 (2) 410-424
[10]Marcus B, Schuler H. Antecedent s of counterproductive behavior at work:A general perspective [J].Journal of Applied Psychology,2004,89,647～660
[11]Greenberg, L, Barling, J.. Predicting employee aggression against coworkers, subordinates, and supervisors:The roles of person behaviors and perceived workplace factors[J]. Journal of Organizational Behavior,1999,20(8):897-913
[12]彼得·德鲁克.管理实践[M].北京：工人出版社,1999.3-5
[13]弗朗西斯·赫瑞比.管理知识员工[M].北京机械工业出版社,2001.27-33
[14]郭晓薇,严文华.国外反生产行为研究述评[J].心理科学,2008,31(4)：936-939
[15]Spector, P. E., Fox, S. An emotion-centered model of voluntary work behavior:Some parallels between counterproductive work behavior and organizational citizenship behavior [JJ.Human Resource Management Review,2002,12 (2):269～292
[16]Robinson, S. L., Bennett, R. J. A typology of deviant workplace behavior:A multidimensional scaling study [J]. Academy of Management Journal,1995,38 (2):555～572
[17]Robinson, Bennett.Development of A Measure of Workplace Deviance[J].Jourmal of Applied Psychology,2000,85(3):4.9～60
[18]Gruys, M. L.. Sackett, P. R. Investigating the dimensionality of counterproductive work behavior [J].International Journal of Selection and Assessment.2003,11(1):30～38
[19]Rotundo, M., Xie, J. L. Understanding the domain of counterproductive work behavior in China [J].The International Journal of Human Resource Management,2008,19 (5):856-877
[20]彭贺.知识员工反生产行为的结构及测量[J].管理科学,2011,10(5)：12-22
[21]Neuman, J. H., Baron, R. A. Workplace violence and workplace aggression:Evidence concerning specific forms, potential causes, and preferred targets [J]. Journal of Managements,1998,24(3):391～419
[22]Warren, D. E. Constructive and destructive deviance in organizations[J]. Academy of Management Review,2003,28 (4):622～632
[23]Stewart, S. M., Bing, M. N., Davison, H. K., et al. In the eyes of the beholder:A non-self-report measure of workplace deviance [J]. Journal of Applied Psychology,2009,94 (1):207～213
[24]杨杰,Hannah-Hanh Nguyen,陈小锋.工作场所越轨行为结构分类研究[J].管理学报,2011,8(3)：403～408
[25]杨杰,卢福财.工作场所越轨员工行为的形态、反应与组织对策[J].经济管理,2010,32(9)：92～98
[26]Spector, P.E., Fox, S. and Domagalski, T. (2006a) Emotions, Violence, and Counterproductive Work Behavior.In:Kelloway, E.K., Barling, J. and Hurrell, J. (eds),Handbook of Workplace Violence.
[27]Spector, P. E., Fox, S. An emotion-centered model of voluntary work behavior:Some parallels between counterproductive work behavior and organizational citizenship behavior [J]. Human Resource Management Review,2002,12 (2):269～292
[28]刘文彬.组织伦理气氛与员工越轨行为间关系的理论与实证研究[D].[博士学位论文].厦门：厦门大学,2009
[29]Saul Fine, Ishayau Horowitz, Hanoch Weigler, Liat Basis. Is good character good enough? The effects of situational variables on the relationship between integrity and counterproductive work behaviors[J].Human Resource Management Review,2010,18(20):73-84
[30]Bardsley, Rhodes, S. R. Using the Steers-Rhodes (1984) framework to identify correlates of employee lateness [J]. Journal of Business and Psychology,1996,10 (3):351～365
[31]Hollinger, R. C, Clark, J. Deterrence in the workplace:Perceived certainty, perceived severity, and employee theft [J]. Social Forces,1983,62 (2):398～418
[32]Neuman, J.H. Workplace Violence and Workplace Aggression:Evidence concerning specific forms, potential causes, and preferred targets [J]. Journal of Management,1998,24,391-419
[33]Douglas, S.C. Martinko, M.J. Exploring the Role of Individual Differences in the Prediction of Workplace Aggression [J]. Journal of Applied Psychology,2001,86,547-559
[34]Lau, V.A Qualitative and Quantitative Review of Antecedents of Counterproductive Behavior in Organizations [J]. Journal of Business and Psychology,2003,18,73-99
[35]Martinko, M.J., Douglas, S.C, Harvey, P. Understanding and Managing Workplace Aggression [J]. Organizational Dynamics,2006,35 (2):117-130
[36]Nuran Bayram, Necmi Gursakal, Nazan Bilgel.Counterproductive WorkBehavior Among White-Collar Employees:A study from Turkey. International Journal of Selection and Assessment[J],2009,17 (2):180～189
[37]阎巍.企业员工的主动性人格与心理资本对组织公民行为和反生产行为的影响[D].[博士学位论文].哈尔滨：哈尔滨师范大学,2010
[38]Mount, M, Hies, R., Johnson, E. Relationship of personality traits and counterproductive work behaviors:The mediating effects of job satisfaction [J]. Personnel Psychology, 2006,59(3):591-622
[39]Salgado, J. F. The big five personality dimensions and counterproductive behaviors[J].International Journal of Selection and Assessment,2002,10(1/2):117～125
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