本研究是在考核變革下檢測何種因素會影響員工在面臨考核制度變革的態度?以「考核正確性知覺」與「考核制度了解程度」作為員工面臨考核制度變革之態度因素，並投以「考核制度溝通效用知覺」與「考核訓練成效」作為檢測項目。
利用南桃園某醫療院所中120同仁做為樣本，進行考核變革下影響員工態度之問卷調查。研究結果證實組織進行考核變革時，若能有效進行考核制度溝通，則可提升員工考核制度的了解；同時對考核者施以訓練時若能配合考核擔責，則能強化考核訓練之成效。而本研究進一步提出相關的管理意涵，提供實務上欲施行考核制度變革之方向。

The study detected what kinds of factors will affect the staff attitudes when they face performance changes? We use "the correctness of perception" and "understanding of performance appraisal system" as attitude factors of a staff faced appraisal system change and make use of " communication perception "and" training effectiveness "as the test items.
Utilizing a sample of 120 employees from a hospital in Taoyuan city, they were surveyed by questionnaires to test their attitude in performance change. The result shows that when organization has performance change, they can communicate with employees and then promotes their understanding. Using appraisal training for rater, the result also shows that we can add accountability to strengthen the inspects of training Management implications and recommendation are discussed for companies who will adopt performance change.

參考文獻：
(一) 中文部分：
1. 陳慧娟(2008)，程序擔責與參考架構訓練對績效考核正確度之影響-動機與能力整合觀點之實驗設計，中央大學人力資源管理研究所博士論文。
2. 李弘暉，吳瓊治(2004)，提昇績效考核可靠度品質之探討， 品質月刊，第四十之一期，頁93-97。
3. 余坤東(1998)，影響績效考核品質之因素探討認知的觀點，東吳經濟商學學報，第二十二期，頁101-120。
4.
(二) 英文部分：
1. Acemoglu, D.(2002),Technical Chang, Inequality and the Labor Market, Journal of Economics Literature, Vol 40, No.1 .,pp.7-72
2. Athey, T. R., and McIntyre, R. M. (1987) Effects of rater training on rater
accuracy: levels -of-processing theory and social facilitation theory perspectives.Journal of Applied psychology, 72, pp.567-572.
3. Bernardin, H. J., and Orban, J. A. (1990) Leniency effect as a function of rating
format, purpose for appraisal, andrater individual differences. Journal of Business and Psychology, 5, pp.197-211.
4. Bagozzi, R. P., & Yi, Y. (1988). On the evaluation of structural equation models.
Academic of Marketing Science,16(1), pp.76-94.
5. Beu, D., and Buckley, M.R. (2001), “The hypothesized relationship between
accountability and ethical behavior”, Journal of Business Ethics, 34, pp.57-73.
6. Burke, R. J., Weitzel, W., & Weir, T.(1978). Characteristics of effective employee
performance review: Replication and extension, Personnel Psychology,31
pp.903-919.
7. Clinton O. Longenecker, & Stephen J.Goff(1992) Performance Appraisal
Effectiveness: A Matter of Perspective, SAM Advanced Management Journal, pp.18-23.
8. Cynthia Lee(1985) Increasing Performance Appraisal Effectiveness: Matching
Task Types, Appraisal Process, and Rater Training, Academy of Management Review,10(2), pp.322-331.
9. Cardy. R. L., & Dobbins, G. H.(1994) Performance appraisal: Alternative
perspective. Cincinnati. OH: South-Western Publishing.
10. Campbell,D.T.(1958) Systematic error on the part of links in communication
systems, Information and Control,1, pp.334-369.
11. DeNisi, A.S., Cafferty,T.P., & Meglino, B.M.(1984) A cognitive view of the
appraisal process: A Model and research propositions, Organizational Behavior and Human Performance,33, pp.360-396.
12. Deborah F.Boice & Brain H. Kleiner(1997) Designing effective performance
appraisal systems, Work Study,46(6), pp.197-201.
13. Eileen Piggot-Irvine(2003) Key features of appraisal effectiveness, The
International Journal of Educational Management,17(4), pp.170-178.
14. Folger,R. & Greenberg,J. (1985), Rocedurl Justice：An interpretataive Analysis
of Personnel System, Research in Personnel and Human Resource Management, pp.141-183.
15. Giles, W. E, & Mossholder, K. W. (1990) Employee reactions to contextual and
session components of performance appraisal. Journal of Applied Psychology, 75, pp.371-377.
16. Greller, M. M. (1975) Subordinate participation and reactions to the interview,
Journal of Applied Psychology, 60, pp.554- 559.
17. Greller, M. M. (1978) The nature of subordinate participation in the appraisal
interview. Academy of Management Journal, 21, pp.646-658.
18. Glen, R. M. (1990) Performance appraisal: An unnerving yet useful process.
Public Personnel Management, 19, pp.1-10.
19. George C. Thornton III & Steven Zorich(1980) Training to Improve Observer
Accuracy, Journal of Applied Psychology,65(3), pp.351-354.
20. Hitt, M. A., Ireland R. D., Hoskisson, R. E. (2001) Strategic management：
competitiveness and globalization, South-Western College Press.
21. Harris C.(1988), A comparison of employee attitudes toward two performance
appraisal system. Public Personnel Management,17, pp.443-456.
22. Herbert G. Heneman III; Anthony T. Milanowski(2003), Continuing Assessment
of Teacher Reactions to a Standards-Based Teacher Evaluation, Journal of
Personnel Evaluation in Education, 17(2), pp.173-195.
23. Ivancevich, J.M.(1979) A longitudinal study of the effects of rater training on
psychometric errors in rating. Journal of Applied Psychology,64,
pp.502-508.
24. Jane R. William. Paul E. Levy(1992) The Effects of Perceived System
knowledge on the Agreement Between Self-Ratings and Supervisor Ratings,
Personnel Psychology, Winter; 45(4), pp. 835-848.
25. Kotter, J.P.,& Schlesinger, L.A.(1979) Choosing Strategies for Change, Harvard
Business Review,March-April,P.111
26. Lisa M. Keeping & Paul E. Levy(2000) Performance Appraisal Reaction:
Measurement, Modeling, and Method Bias, Journal of Applied Psychology,85(5), pp.708-723.
27. Longenecker, C. O. (1989) Truth or consequences: Politics and performance
appraisals ,Business Horizons, 32, pp.76-82.
28. Landy, F. J.,& Farr, J L.(1980) Performance ratings. Psychological Bulletin, 87,
pp,72-107.
29. Lawler, E. E.(1967) The multitrait-multirate approach to measuring managerial
job performance, Journal of Applied Psychology,63, pp.751-754.
30. Lawler EEⅢ.(1981), Pay and organizational development. Reading, MA:
Addision Wesley .
31. Lawler, E., A. Mohrman, and S. Resnick(1984) Performance Appraisal
Revisited, Organizational Dynamics, pp.22-35.
32. Miller, Vernon D, Johnson, John R, Grau, Jennifer.(1994) Antecedents to
willingness to participate in a planned organizational change, Journal of Applied Communication Research,22(1), p.59.
33. M. Susan Taylor, Kay B. Tracy, Monika K. Renard & J. Kline Harrison(1995),
Participants’ Reactions to Subordinate Appraisal of ,Managers: Results of a Pilot ,Administrative Science Quarterly, 40 pp.495-523
34. Mero, N. P., and Motowidlo, S. J. (1995). “Effects of rater accountability on the
accuracy andthe favorability of performance ratings.” Journal of Applied Psychology, 80, pp.517-524.
35. Morhman. A. M., Jr., Resnick-West, S. M., & Lawler, E. E.,III.(1989)
Designing performance Appraisal; System: Aligning Appraisals and Organizational Realities. San Francisco: Jossey-Bass.
36. Murphy, K. R., and Cleveland, J. N. (1995) Performance Appraisal : An
organizatioanl perspective. Boston: Allyn and Bacon.
37. Martin M. Greller (1978) The Nature of Subordinate Participation in the
Appraisal Interview, Academy of Management Journal, 21(4), pp.646-658.
38. Murphy, K. R.,and Cleveland, J. N. (1995) Understanding performance
appraisal: Social, organizational, andgoal-based perspectives. ThousandOaks, CA: Sage.
39. Prashant Bordia, Elizabeth Hobman, Elizabeth Jones, Cindy Gallois, Victor J.
Callan.(2004), Uncertainty During Organizational Change: Types, Consequences, and Management, Journal of Business and Psychology,18(4), p.507.
40. Roberts, N. (2002) Keeping public officials accountable through dialogue:
resolving the accountability paradox. Public Administration Review, 62：pp.658-669.
41. Robertson, P. J., Robert, D.R.,& Porras(1993),Dynamics of Planned organizational change：Assessing empirical support for a theoretical model. Academy of Management Journal,36(3):pp.619-635
42. Smith, J.W.(1998) Lessons learned: Research implication for performance
appraisal and management practice. In J. W, Smither(Ed.),Performance appraisal: State of the art in practice. San Francisco: Jossey-Bass.
43. Simonson, I., and Nye, P. (1992). “The effect of accountability on susceptibility
to decision errors.”, Organizational Behavior and Human Decision Processes, 51, pp.416-446.
44. Tetlock, P. E., (1983a). “Accountability andcomplexity of thought”, Journal of
Personality and Social Psychology, 45, pp.74-83.
45. Tetlock, P. E., (1983b). “Accountability andthe perseverance of first
impressions.” Social Psychology Quarterly, 46, pp.285-292.
46. Tetlock, P. E., (1985) “Accountability: The neglected social context of judgement
and choice.” In B.M.Staw and L. Cumings (Eds,) Research in Organizational Behavior , 7, pp.297-332
47. Tetlock, P.E. (1985). “Accountability: The neglected social context of judgment
and choice: toward a social contingency model”, In M. P. Zanna(ed.), Advances in Experimental Social Psychology, 25, pp.331-377.
48. Tetlock, P.E., and Boettger, R. (1989). “Accountability: social magnifier of the
dilution effect.” Journal of Personality and Social Psychology, 57, pp.388-398.
49. Tetlock, P. E., Skitka, L., andBoettger, R. (1989) “Social andcognitive strategies
for coping with accountability: conformity, complexity, andbolstering “, Journal of Personality and Social Psychology, 57, pp.632-640.
50. Tetlock, P.E. and Kim, J. I. (1987) “Accountability andjudgment processes in a
personality prediction task”, Journal of Personality and Social Psychology, 52, pp.700-709.
51. Wesley. Harris C.(1988), A comparison of employee attitudes toward two
performance appraisal system. Public Personnel Management,17,pp.443-456
52. Wexley, K. N., Singh, J. E, & Yukl, G. A. (1973) Subordinate personality as a
moderator of the effects of participation in three types of appraisal
interviews. Journal of Applied Psychology, 58, pp.54-59.
53. Zedeck,S.,& Cascio, W.(1982) Performance decision as a function of purpose of
rating and training, Journal of Applied Psychology,67, pp.752-758.
54. Zucker, L. G.(1986) Production of trust：Institutional sources of economic structure,1840-1920,Research in Organizational Behavior,18:53-111