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題 名 | Managerial Perceptions of Rewards and Punishments:A Qualitative Comparison=主管人員對奬與懲的認知:一個定性的比較 |
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作 者 | 彭臺光; | 書刊名 | 海軍軍官學校學報 |
卷 期 | 5 1995.10[民84.10] |
頁 次 | 頁75-91 |
分類號 | 494.312 |
關鍵詞 | 主管人員; 獎懲; |
語 文 | 英文(English) |
中文摘要 | 本研究是以定性分析的方式,瞭解主管對自己所採取獎懲行動的看法。利用對日 本、臺灣、美國共 70 個經理人的訪談資料,研究發現:(1) 主管和部屬的認知有相當的分 歧,前者並不認為自己會沒有理由的就施以獎或懲,(2) 有跨國差異存在,日本和臺灣的主 管在部屬工作表現不理想時,較美國主管傾向於檢討單位集體的責任,(3) 在目前管理學的 文獻上,把獎懲視為社會的和非社會的區分方式顯得混沌不清。從受訪答案中可以抽離出三 個共同的變項:獎懲是否制度化、所產生影響是否長遠、領導者所擁有裁量權的大小。根據 這三個變項, 作者提出了一個二乘二階 (正式 / 非正式與社會 / 非社會 ) 的獎懲模式, 期供未來進一步研究。 |
英文摘要 | The study is a qualitative analysis on how managers perceive the rewards and punishments they practice. Utilizing interview data from 70 managers in Japan, Taiwan, and the United States, it was found that (1)there was a discrepancy between managers' and subordinates' perceptions in that the former did not indicate that they ever exercised noncontingent practices, (2) cross-national divergence exists as Japanese and Taiwanese managers appeared to be more concerned with group responsibility for unsatisfactory performance, and (3) the dichotomy of social/nonsocial rewards and punishments in current literature is fuzzy Three variables were extracted from the interviews, degree of institutionalization, effect by time span, and level of leader discretion. These variables were then used as a guideline to develop a two by two scheme (formal/informal vs. social/nonsocial) of rewards and punishments recommended for future research. |
本系統中英文摘要資訊取自各篇刊載內容。