360 度管理職能評鑑與受評者自我覺察能力之探討－個案公司跨年度研究

THE STUDY OF MANAGERIAL COMPETENCIES APPRAISAL OF 360-DEGREE FEEDBACK AND RATEE''S SELF-AWARENESS - TARGET COMPANY''S CROSS-YEARLY PRACTICE

傅昌浩(Chang-Hao Fu)

指導教授 ： 鄭晉昌

國立中央大學/管理學院/人力資源管理研究所碩士在職專班/碩士(2006年)

摘要

本研究乃針對個案公司跨年度之實證研究，主要目的在於探討：(1)360度管理職能評鑑各向度與傳統績效考核的關係，(2)實施360度管理職能回饋二年之成效，(3)針對不同自評與他評一致性之受評者，探討他評改善與(4)自評改變之情形，(5)自我覺察對行為改變之影響，以及(6)不同的評量目的對主管評量之影響。
本研究樣本為某科技業之高階及中基層主管共計50位，研究時間長達二年。研究結果發現，他評結果與傳統績效考核具有顯著的正相關；執行 360度管理職能評鑑後，會增加主管的工作表現，包括第二年他評分數與績效成績會高過第一年的評鑑分數，但並不顯著；經過兩次的 360度職能評鑑後，自評與他評的一致性程度會較第一次評鑑增加；「一致者」在第二年的績效表現上有顯著的改善，而且進步幅度相當的大，而「高估者」與「低估者」則無；此外，「高估者」在第二年的自評有明顯的降低，「低估者」在第二年會明顯的提高自評，而「一致者」則無改變；由此可知，不同程度的「自評與他評一致性」受評者，其行為改變的動機確實有明顯的差異。此外，高階管理者與中基層管理者於自我覺察上會有所差異，但其差異性並不顯著。而不同的「評量目的」，確實會影響主管的評量正確性，且以「員工發展」為目的之 360度回饋中的主管回饋能有效預測受評者未來的績效表現。最後，本研究並進一步指出研究之限制、後續相關研究之方向，以及企業實施 360度回饋之實務建議。

關鍵字

管理職能 ； 360度回饋 ； 績效改善 ； 自評與他評一致性 ； 自我覺察

並列摘要

The main purpose of this study aimed at a target company''s cross-yearly practice is to investigate: (1) the correlation between each aspect of 360-degree managerial competencies and traditional performance ranking, (2) two-year effects upon the performance of 360-degree feedback, (3) the variety of yearly other ratings according to the different category of self-other agreement, and (4) the variety of yearly self-ratings, (5) the influence of self-awareness on the ratees’ behavioral change, and (6) the influence of different intent to evaluate on the raters’ appraisal.
The study specimen is a renowned hi-teck company there are fifty basic, middle and high level (director above) managers as the subjects and the duration of this study is two years. Results indicated that there is a significant positive correlation between other ratings and traditional performance ranking. Execution of 360-degree managerial competencies can enhance the managers’ performance including the other ratings and rankings of second year higher than the first year, but it was not significant enough. After twice 360-degree competencies appraisal, the degrees of 2nd self-other agreement is increasing than 1st. The second year’s performance (other ratings) of in-agreement has significant improvement and the range of advancement is quite distinct from over-estimator and under-estimator. Furthermore, the over-estimator has significant decrease in the self-ratings and the under-estimator has significant increase the self-ratings, but the in-agreement hasn’t. Thus it shows the various degrees of self-other agreement have significant difference in the motivation of ratees’ behavioral change. In addition, there are some differences between the high-level managers and middle & basic-level managers in self-awareness, but they are not significant enough. Besides, the different intent to evaluate did influence the raters’ accuracy of evaluation and the supervisors’ appraisal in 360-degree feedback which is focused on employees’ development can effectively predict the ratees’ prospective proformance. Finally, this study also indicates the limitation, follow-up and the practical suggestion of 360-degree feedback in corporation.

並列關鍵字

360-degree feedback ； managerial competency ； self-awareness ； performance improvement ； self-other agreement

參考文獻

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