I 摘要 21世纪初，我国软件行业的发展拉开了序幕，经过多年的发展，软件行业已 经初具规模，特别是近几年在国家的大力支持下，软件行业进入了高速发展时期， 我国与国际软件业的差距不断缩小，与国际软件业的竞争也越来越激烈。软件行 业中，最重要的资源就是人力资本。为了在竞争中处于领先地位，企业必须重视 人才，用好人才，保留人才。提高员工的满意度以及维持员工的稳定度是企业人 力资源管理的核心内容。员工的离职行为无疑会增加企业的管理成本，降低企业 的运营效率。离职倾向是离职行为的重要预判指标，是离职行为的有效预测因素。 为了了解员工的离职倾向和控制员工的离职行为，企业必须选取有效的人力资源 工具进行管理，而绩效考核是现代人力资源管理的一个普遍运用并且切实有效的 工具。绩效考核固然会影响员工的态度和行为，但是员工对绩效考核的反应则会 更加敏感。在众多绩效考核反应中，绩效考核公平感最重要，也最具有代表性。 本研究以软件行业员工作为研究对象，通过对大量文献的研究，提出了理论 假设。本文以绩效考核公平感作为自变量，离职倾向作为因变量，来探讨绩效考 核公平感与离职倾向的影响关系，其中绩效考核公平感分为程序公平、互动公平 和分配公平。通过在线方式收集数据，将其录入SPSS软件，并对数据进行统计分 析，得出如下结论：（1）绩效考核公平感与离职倾向负相关。（2）绩效考核公平 感的程序公平与离职倾向显著负相关，绩效考核公平感的互动公平与离职倾向显 著负相关。（3）绩效考核公平感各维度对离职倾向的影响程度不同，其中绩效考 核公平感的互动公平对离职倾向的影响最大，其次是程序公平，最后是分配公平。 本研究丰富了绩效考核公平感与离职倾向这一研究领域的研究成果，并且能 够对软件行业的企业管理提出有效的建议：一方面，完善现有的绩效考核系统， 对考核者进行培训以及建立绩效考核的双向沟通机制。另一方面，加强人本管理， 提高员工的认同感和归属感，进而降低他们的离职倾向。 关键词：软件行业，绩效考核公平感，离职倾向 ABSTRACT II ABSTRACT The development of Chinese software industry started at the beginning of the 21th century. And after many years of development, the software industry has begun to take shape. Especially in recent years, with the strong support of national policies, the software industry has entered a period of rapid development. The gap between China software industry and internal software industry is becoming narrower and narrower. But from another sense, the competition among existing software companies is becoming tenser nowadays. In the software industry, the most important resource is human capital. In order to stay ahead of the competition, companies must value talents, make good use of them and retain them. Thus, improving employee satisfaction and maintaining employee stability are the core elements in enterprise human resource management. Besides, the turnover of employees may increase the management cost of the enterprise and reduce the operational efficiency of the enterprise. Turnover intention is an important significant variable and key index for predicting employee turnover. In order to understand the turnover intention of employees and control their turnover behavior, effective human resource management tools must be selected. And performance appraisal is generally considered as a universal and practical tool for modern human resource management. Though performance appraisal will affect employees' attitudes and behaviors, employees' responses to performance appraisal are more sensitive. Among the performance appraisal responses, the perceived fairness in performance appraisal is most important and representative. This research takes software industry employees as the research object and puts forward theoretical hypotheses through the study of a large amount of documentation. Its aim is to explore the relations between the perceived fairness in performance appraisal and turnover intention. In this case, the perceived fairness in performance appraisal is taken as the independent variable and the turnover intention as the dependent variable. The performance appraisal fairness is divided into process fairness, interaction fairness and distribution fairness. By collecting data online, inputting it into SPSS software and analyzing the data statistically, the following conclusions are drawn: (1) The perceived fairness in performance appraisal has a negative effect in turnover intention. (2) the interaction fairness and process fairness perception in performance ABSTRACT III appraisal respectively has a significant negative effect on turnover intention. (3) The different kinds of perceived fairness in performance appraisal have different effects on turnover intention. Interaction fairness perception in performance appraisal has the greatest effect on turnover intention，then process fairness，and distribution fairness at last. This research not only enriches the existing research results in the field of perceived fairness performance appraisal and turnover intention, but also provides effective suggestions for the business management in software industry: on the one hand, to improve the existing performance appraisal system, train appraisers and establish performance evaluation of the two-way communication mechanism; on the other hand, to strengthen people-oriented management, improve employees' sense of recognition and belonging and then reduce their turnover tendency. Key words: Software industry, Perceived fairness in performance appraisal, Turnover intention 目录 IV 目 录 第一章 绪论 ............................................................................................................ 1 1.1 研究背景 .................................................................................................... 1 1.2 研究目的和意义 ........................................................................................ 2 1.2.1 研究目的 ........................................................................................ 2 1.2.2 研究意义 ........................................................................................ 2 1.3 研究方法和主要内容 ................................................................................ 3 1.3.1 研究方法 ........................................................................................ 3 1.3.2 主要内容 ........................................................................................ 4 1.4 研究思路和论文框架 ................................................................................ 4 1.4.1 研究思路 ........................................................................................ 4 1.4.2 研究框架 ........................................................................................ 4 1.5 本章小结 .................................................................................................... 5 第二章 文献综述 .................................................................................................... 6 2.1 组织公平 .................................................................................................... 6 2.1.1 组织公平的概念 ............................................................................ 6 2.1.2 组织公平的结构维度 .................................................................... 6 2.1.3 组织公平的前因变量 .................................................................... 7 2.1.4 组织公平的结果变量 .................................................................... 8 2.2. 绩效考核公平感 ....................................................................................... 9 2.2.1 绩效考核公平感的概念 ................................................................ 9 2.2.2 绩效考核公平感的结构维度 ........................................................ 9 2.2.3 绩效考核公平感的前因变量 ...................................................... 10 2.2.4 绩效考核公平感的结果变量 ...................................................... 12 2.3 离职倾向 .................................................................................................. 12 2.3.1 离职倾向的概念 .......................................................................... 12 2.3.2 离职倾向的理论模型 .................................................................. 13 2.3.3 离职倾向的影响因素 ...........................