社会与工程心理学研究室知识库

创造力评价决定了个体和组织能否慧眼识珠，精确识别出高质量的创意或高潜质的创造者，是促进创意转化、实现创新发展的最关键因素。作为创新领域的新兴议题，如何正确理解创造力评价的影响因素、降低创新评价偏差已成为学术界和务实领域亟待突破的瓶颈。本研究以创造者为评价对象，从人际交互层面探究主管对员工的创造力评价问题，两个现场的调查研究发现：(1) 员工的工作动机对创造力评价存在显著的调节作用，销售导向负向调节主管对其创造力的评分，在高的销售导向下，主管对员工创造力的评分更低，而客户导向表现出相反的调节模式，随着客户导向的增强，主管对员工创造力的评分更高；(2) 员工的工作绩效和主管的绩效趋近导向交互影响创造力评分的结果，员工的高绩效表现只有在主管的绩效导向也高的情况下，主管对其创造力的评分才高。

Creativity evaluation,as a key factor transferring ideas to implement and promoting innovation development,determines whether individual and organization can select high quality idea or creative potentials.How to interpret the creative evaluation process and improve its accuracy draws great attention in both creativity literature and practical management.This study aims to explore the factors that influences how supervisor evaluates employee s creativity from an interpersonal level.Two field survey studies support our hypothesis:(1)Employee s two different motivations moderated the evaluation process in opposite patterns.Sales Orientation(SO)negatively moderated supervisor s rates to employee s creativity in that for subordinates with higher(vs.lower)sales orientation,the d isplayed level of creativity was negatively associated with creativity evaluation scores.On the contrary,Customer Orientation(CO)positively moderated this process such that employees with higher(vs.lower)CO was rated as more creative by the supervisors.(2)There was a three-way interaction among employee s motivation,job performance and supervisor s performance approach orientation(PAO).Specifically,employees with high job performance obtained higher scores of creativity evaluation when their supervisors were characterized as high in PAO.