在快速變動的環境下，員工的工作任務、職責，以及工作關係，也產生經常性的變動，工作內容及工作績效的定義變得更為複雜與動態，組織愈來愈重視員工是否能夠有效地因應環境的變化。因此，適應性績效逐漸受到重視而成為許多學者關切的議題。相對於任務性績效以及輔助性績效，適應性績效是屬於新興的概念，其指涉的內涵以及與其他重要組織變數之間的關係，仍有許多值得探討與研究的空間。 Pulakos等學者雖然發展出工作適應性量表，但該量表尚存在諸多改進的空間，特別是關於因素結構以及建構效度的檢驗。本論文的第一個子研究，即是以更為嚴謹的量表發展程序建構適應性績效量表。透過因素分析，我們發現適應性績效可以分成應變面、學習面以及關係面等三個次構面，我們也驗證了適應性績效確實有別於傳統的任務性績效與輔助性績效而成為獨立的工作績效構面。 另外，關於預測適應性績效的前置變數也仍存有研究缺口。本論文的第二個子研究，即是探討人格特質對於適應性績效的預測力。目前為止，五大人格對適應性績效的預測力並不是很理想，而且也有不太一致的結果。本研究建議，因為適應性績效強調的是員工面對工作環境變動時所展現出來的因應與學習的行為，所以應該選用更能符合適應性績效特性的人格變數，我們特別針對目標導向及前瞻人格做探討，因其都與個人的學習以及對環境因應有關。 實證結果發現，目標導向中的學習導向，對於應變面、學習面、關係面等適應性績效都具有正向的影響。迴避導向對應變面、學習面適應性績效有負向的影響。而證明導向則是對關係面適應性績效負向的影響。至於前瞻人格與適應性績效的關係則沒有獲得實證支持。另外，研究結果也發現，工作自主性對於前瞻人格與應變面適應性績效的關係具有正向的干擾效果；而任務複雜度對於迴避導向與應變面適應性績效之間的關係也同樣具有干擾效果。 / Rapid technological developments, frequent organizational changes, and intensified global competition in the market place have increased the extent of turbulence and uncertainty in the workplace. Consequently, adaptive performance, a new topic in the field of job performance, has gained attention from academics and practitioners. Unlike task performance and contextual performance, the content and nomological network of adaptive performance is still unclear. Thus, the purpose of this study is to develop the scale of the adaptive performance, and explore the relationships among adaptive performance, goal orientation and proactive personality. We found that adaptive is a three-dimensional construct (i.e. the adaptive performance in task area, the adaptive performance in learning new skills, the adaptive performance in interpersonal relations). Our empirical data verified that adaptive performance is discriminative from task performance and contextual performance. Besides, we found that Learning Orientation is positively associated with the adaptive performance in task area, the adaptive performance in learning new skills, the adaptive performance in interpersonal relations. Avoidance Orientation is negatively associated with the adaptive performance in task area and the adaptive performance in learning new skills. Prove Orientation is negatively associated with the adaptive performance in interpersonal relations. As to relationship between proactive personality and adaptive performance, we did not found empirical support. Finally, we found that job autonomy moderates the relationship between proavtive personality and the adaptive performance in task area, task complexity moderates the relationship between avoidance orientation and the adaptive performance in task area.

本論文的研究目的在探討工作績效理論中任務性、脈絡性及適應性績效表現對主管獎酬決策的影響。研究一以「特定職位或職系適用」的角度，以業務經理為標的，運用實驗法以影片模擬實驗法的三因子實驗設計來進行，以233位企業主管為受試對象。研究二以「跨職位適用」的角度，運用調查法以150位主管選取一位部屬來評量三種工作績效表現。兩個研究結果顯示，任務性及脈絡性績效表現如過去研究結論一致，對主管獎酬決策有影響；適應性績效表現亦對主管獎酬決策有影響。透過實驗法驗證，適應性績效表現與脈絡性績效表現的交互效果對主管獎酬決策有影響；但與任務性績效表現的交互效果則是不存在的。透過調查法驗證，在任務越複雜的工作，脈絡性績效表現及適應性績效表現對主管獎酬決策的正向關係則越強。在研究三中，針對上述研究結論及實務應用，以兩個職務屬性為干擾效果，發現顧客接觸需求程度及任務相互依賴性越高的職位，適應性績效表現與主管獎酬決策的關係就越強。 本論文之研究延伸工作績效內涵，驗證適應性績效表現對主管獎酬決策有其影響。並以三個不同的研究來驗證假說，從不同的職務適用觀點及研究方法的角度，更具理論及實務的價值。 / The current research aims to examine how adaptive performance, contextual performance and task performance correlate supervisory reward decision. The study employed the methods of survey and laboratory experiments and virtually comprises three parts. In Part One, from the perspective of specific occupations or job families, 233 manager subjects were recruited to view a previously-videotaped simulated sales executive’s job performance and give rating afterwards in terms of his task performance, contextual performance, and adaptive performance. In Part Two, from the perspective of applicable across jobs, 150 manager subjects randomly chose one of their subordinates and rated his/her task, contextual and adaptive performance. The findings in either Study 1 or Study 2 were congruent with results of previous research, which indicated not only the main effects of task and contextual performance but also (that of) adaptive performance affected supervisory reward decision. In addition, the experiment study justified that the interactional effects of adaptive and contextual performance were crucial factors to modify the supervisory reward decision, while the field study illustrated how employees’ contextual and adaptive performances reinforced supervisory reward decision especially when task complexity were taken into consideration. In Study 3, based on the former findings and practical application, we found that a job position of high customer-contact requirements and high task interdependence significantly strengthened the correlation between adaptive performance and supervisory reward decision. This study not only endorses the essentiality of job performance but also testifies effect of adaptive performance on supervisory reward decision. Moreover, this study, using different methodologies, has extended theory and provided practical implications.