第五章 結論與建議
第四節 結語
組織內的員工透過印象管理策略的運用，來塑造及維護個人形象，以獲取其 希冀的目標(Wayne & Liden, 1995；Blickle, 2003)。而績效評估是一個包含社會、
情境、情感與認知的複雜程序(Ferris et al., 1994)，當主管在評定部屬績效時，通 常會在其記憶中提取過去該部屬的表現及印象，這些被提取的表現及印象可能是 主管在平日工作中所觀察到的，也可能是部屬透過印象的塑造來影響主管對其的 看法(Wayne & Liden, 1995)。
為了使主管在評定員工績效時，能較公正、客觀且無誤的，本研究遂探究印 象管理策略在組織情境中的影響力。從整理過去文獻得知，印象管理策略對於績 效評量分數具有正面的影響。本研究延續過去學者的研究，持續探討印象管理策 略在組織中運用的情況，結果發現，當部屬使用愈多的逢迎討好策略、理性說服 策略，將會使得主管在績效評量時，給予該部屬愈正面的績效評量分數。另外，
本研究也以探索性方式，瞭解印象管理策略交互作用是否存在，結果發現，當部 屬使用愈多的逢迎討好策略，將會增強理性說服策略與主管績效評量的正向關聯 性。
透過本研究的結果，組織未來若欲在績效評量中能更公正、公平與客觀地評 量部屬績效，應多加注意印象管理策略對於績效評量的影響，讓員工真實的工作 表現能反映在績效分數上。
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附錄一 員工填答問卷
2. 請問您的年齡：________歲3. 請問您的教育程度：□國中及以下；□高中(職)；□專科(二專、三專、五專)□大學及技術學院；□研究所 及以上。
4. 請問您任職於目前的公司已有多久的時間？___________年___________月。
第二部份 組織中的行為表現
第三部份 人格特質
附錄二 主管填答問卷
2. 請問您的年齡：________歲3. 請問您的教育程度：□ 國中及以下；□ 高中(職)；□ 專科(二專、三專、五專)；□ 大學及技術學院；□ 研