在知識經濟時代，為了增進核心競爭力以因應大環境快速變遷的挑戰，企業或組織常會運用人力資源管理活動來激勵組織內員工達成或超越組織期望的工作目標。在相關研究方面，Jawahar (2007)指出員工對於績效評估所產生的公平性認知對於績效評估之成敗與發展有關鍵性的影響。然而，大部分的研究都著重在探討組織公平性認知與組織承諾兩者之間的關係(Hui & Rupp, 2005; Lavelle, Rupp, & Brockner, 2007; Olkkonen & Lipponen, 2006)，較少有研究去探討關於績效評估特性、組織公平性認知與組織承諾三者之間的關係。因此，本研究目的為探討：(1)績效評估特性、組織公平感受與組織承諾之間的關係；(2)探討員工對於績效評估特性之認知是否會透過組織公平來影響到員工的組織承諾。
本研究之研究對象為台灣製造業之員工，以問卷調查方式收集395份有效資料，主要是利用結構方程模式來進行研究資料之分析。本研究結果發現組織內的績效評估關鍵活動對於員工的組織公平感受具有顯著影響、而員工的組織公平感受對於其組織承諾亦具有顯著的影響；此外，本研究亦發現員工的組織公平感受在績效評估關鍵活動與組織承諾之間扮演著中介效果的角色。
本研究結果建議企業應重視績效評估系統之發展與設計，以增強員工的正面感受以及培育出優秀之人才，進而提升組織在市場上的競爭力；另外，亦建議組織在執行或推展績效評估關鍵活動時，應注意到主管與部屬之間的人際對待方式以及提供足夠的相關資訊與適當的溝通管道，使員工感受到組織是關心且重視他們，並進一步產生良好的互動關係；最後，本研究建議組織必須確認績效評估系統制度面與執行面的相互配合，以確保良好的制度落實至整個組織。

In order to survive in the era of knowledge economy, organizations often made use of human resource management relevant activities to motive their employees to achieve the working objectives. Jawahar (2007) has proposed that employees’ perception of organizational justice had a crucial effect on the success of performance appraisal. However, most studies have emphasized on the relationships between employees’ perception of organizational justice and organizational commitment (Hui & Rupp, 2005; Lavelle, Rupp, & Brockner, 2007; Olkkonen & Lipponen, 2006) quite a few explored the relationships among the characteristics of performance appraisal activities, organizational justice and organizational commitment. Therefore, purposes of this study were to explore(1) the relationships among the characteristics of performance appraisal activities, employees’ perceived organizational justice and employees’ organizational commitment; (2) whether the relationships between the characteristics of performance appraisal activities and employees’ organizational commitment was mediated by the employees’ perceived organizational justice.
Research subjects of this study were employees who work in the Taiwanese manufacturing industries. Data were collected through self-developed questionnaire and analyzed by structural equation modeling. Effective returning responses were 395.
Results of this study found that the performance appraisal activities had significant effect on employees’ perception of organizational justice, and such perception of organizational justice also had significant effect on employees’ organizational commitment. Moreover, results of the study also found that employees’ perception of organizational justice played as a mediator between performance appraisal activities and organizational commitment.
Results of the study suggested that organizations must focus on the development of performance appraisal system to strengthen the employees’ positive perception, cultivate outstanding talented employees, and furthermore increase organizations’ core competencies. Moreover, this study also suggested organizations must notice the interactions between supervisors and subordinates, and provide adequate relevant information and communication channel to their employees while implementing performance appraisal activities. Such support could help employees perceive the concerns from their organization and build up good supervisor-subordinate relationships. Finally, this study suggested that organizations must confirm the mutual coordination between performance appraisal system and the execution to assure the great system can be carried out to entire organization.

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