| Summary: | 碩士 === 國立東華大學 === 企業管理學系 === 94 === When supervisors evaluate their subordinates, they consider not only task performance but also contextual performance. Some behaviors beyond their job requirement are also included in the evaluation process. Organizational citizenship behaviors (OCBs) and extra-role behaviors that the staffs are not obliged to do are both in the scope of contextual performance. However, when the staffs show this kind of behaviors, based upon encouragement, mutual benefit, affection or any other reason, the supervisors may give them more grades to show their satisfaction. On the other hand, the employees who show less OCBs may get much lower grades than those who have better performance. It is not exactly fair for them to have this sort of treatment; in this way, it may infringe the psychological contract and provoke conflicts about fairness between managers and subordinates.
In terms of the importance of OCBs between the organization and staff, the organization should take OCBs into consideration conservatively in performance evaluation. The purpose of this study is to discuss： a) which OCB dimensions are more suitable for organizations to evaluate their employees； b) for each OCB dimension, what percentage they should be accounted in performance evaluation；c) how employees’ working attitudes inflluence their viewpoints on OCBs in performance evaluation process. The participants of this study were salespeople from motor corporations in Taiwan. To avoid the respondents’ tendency of consistence, there are two versions of this questionnaire, Questionnaire 1 and Questionnaire 2, as the instrument of this study. One motor corporation is just offered only one copy of the questionnaire. In the end, 95 effective copies of the questionnaire 1 and 104 questionnaire 2 returned in this study.
The results of this study indicate that the dimension “Altruism” takes the highest percentage, but otherwise the dimension “Generalized Compliance” takes the lowest percentage. The higher degrees of job satisfaction the staffs have, or the better leader members exchange relationship they have, or the higher degrees of organization commitment they have, the more they think it is reasonable to take OCBs into consideration in performance evaluation. They also consider that OCBs are important for the performance of departments in organization, and within five OCB dimensions, the dimension which has a more effect on the department performance may be viewed as more reasonable to take into consideration in performance evaluation by staffs.
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