基于个人的绩效考核是一种必要的管理工具，但同时它可能对团队合作和绩效产生负面影响。为解决这个问题，本文提出并实证检验了员工发展取向的绩效考核能够促进员工的合作，进而有利于形成正向的人际互动和提高团队绩效；相反，评估对比取向的绩效考核会增加员工的竞争，从而带来负向的人际互动关系和降低团队绩效。本研究在拓展现有理论的基础上，对企业如何在团队中有效实施基于个人的绩效考核制度提供借鉴。 Individual-based performance appraisal is an integrative part of management system and it is effective in discouraging social-loafing and free-riding that is harmful to teams, whereas it has long been criticized for the potential negative impacts on team-work and coordination that reduce team performance. To solve this dilemma, this paper aims to provide a theoretical framework of the relationships between individual-based performance appraisal and team outcomes, as well as the mechanisms underlying these relationships based on the theory of cooperation and competition. A questionnaire survey was conducted involving 213 participants in the cities of the Pearl River Delta, Guangdong Province, China. Regression analyses show that the two purposes of individual-based performance appraisal, that is, developmental and evaluative purposes, have opposite effects on team outcomes. Results of Structural Equation Modeling further reveal that the relationships of developmental and evaluative performance appraisal with team outcomes were mediated by cooperatively-and competitively-related goals, and interpersonal interdependence. Specifically, developmental performance appraisal was positively related to cooperatively-related goals, which in turn, was positively related to interpersonal interdependence, and then team performance and team satisfaction. On the contrary, evaluative performance appraisal was positively related to competitively related goals, which in turn, impeded interpersonal interdependence and team performance and team satisfaction. The current paper extends the current literature of the holistic perspective of individual-based performance appraisal by including its indirect effects on team outcomes. The mediating effects of cooperatively-and competitively-related goals, and interpersonal interdependence shed light on the mechanisms underlying these effects. In addition, this paper provides practical implications for the effective implementation of individual-based performance appraisal in a team context.
|Original language||Chinese (Simplified)|
|Pages (from-to)||51-59, 76|
|Journal||南开管理评论 = Nankai Business Review|
|Publication status||Published - 1 Jan 2009|