The world of engineering design finds itself at a crossroads. The technical and scientifically rooted tools that propelled humankind into the modern age are now insufficient as evidenced by a growing number of failures to meet design expectations and to deliver value for users and society in general. In the empirical world, a growing consensus among many design practitioners has emerged that engineering design efforts are becoming too unmanageable and too complex for existing design management systems and tools. One of the key difficulties of engineering design is the coordination and management of the underlying collaboration processes. Development efforts that focus on the design of complex artefacts, such as a satellite or information system, commonly require the interaction of hundreds to thousands of different disciplines. What makes these efforts and the related collaboration processes complex from the perspective of many practitioners is the strong degree of interdependency between design decision-making occurring, often concurrently, across multiple designers who commonly reside in different organizational settings. Not only must a design account for and satisfice these dependencies, but it must remain also acceptable to all design participants. Design in effect represents a coevolution between the problem definition and solution, with a finalized design approach arising not from a repeatable series of mathematical optimizations but rather through the collective socio-technical design activities of a large collaboration of designers. Despite the importance of understanding design as a socio-technical decision-making entity, many of the existing design approaches ignore socio-technical issues and often view them as either too imprecise or too difficult to consider. This research provides a performance measurement framework to explore these factors by investigating design as a socio-technical complex adaptive collaborative process between the designer, artefact, and user (DAU). The research implements this framework through an agent-based model, the Complex Adaptive Performance Evaluation Method for Collaboration Design (C2D). This approach allows a design management analyst to generate insights about potential design strategies and mechanisms as they relate to design complexity by examining the simulated performance of a design collaboration as it explores theoretical design fitness landscapes with various degrees of ruggedness. / Ph. D.

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.

Indiana University-Purdue University Indianapolis (IUPUI) / Change has become a prevalent feature of today’s organizations, resulting in an increased demand for workers who are able to adapt to the dynamic nature of the environment. Recently, many have suggested that traditional models of job performance should be expanded to include an adaptive performance dimension. Research in this relatively new domain has focused on defining adaptive performance and understanding how it may be predicted. This study contributes to these efforts by testing the personality trait of conscientiousness as a predictor of adaptive performance, with both constructs being studied at their domain and facet levels. The incremental validity of conscientiousness over cognitive ability is also examined, and autonomy is investigated as a moderator of the conscientiousness-adaptive performance relationships. A sample of 212 undergraduate students who work at least 20 hours per week participated in the study by completing an online survey and a cognitive ability assessment. Conscientiousness was supported as a good predictor of adaptive performance overall. However, the predictor-outcome results did vary over the domain and facet levels, emphasizing the importance of studying both levels. At the two-facet level of conscientiousness, the achievement motivation facet was shown to have stronger relationships with the adaptive performance dimensions compared to the dependability facet. At the six-facet level of conscientiousness, the three achievement motivation facets and one dependability facet (i.e., dutifulness) were significantly related to all eight performance dimensions, but the other two dependability facets (i.e., orderliness and cautiousness) were not significantly related to all of the adaptive performance dimensions. Conscientiousness did provide significant incremental validity over cognitive ability at the domain level and for almost all of the facet-level relationships, but cognitive ability was not related to adaptive performance or any other study variables. Autonomy was supported as a moderator with 16 significant interactions uncovered at the facet level. However, these significant interactions only involved three (i.e., interpersonal, learning, and cultural) of the eight adaptive performance dimensions. Overall, these results supported the conscientiousness-adaptive performance relationship and contributed new findings to the adaptive performance domain that have implications for employee selection and performance management.