管理文獻中常見意見表達方式有建言、異議與犬儒。過去研究並未深入了解不同形式之意見表達行為的性質，與其影響前因和後果的差異。因此，本研究的目的在於探討每種意見表達行為的前因與其對續效評估的影響後果，並且分析員工與主管在意見表達行為上是否具有不同觀點。本研究蒐集配對資料，以281組中學行政人員與其直屬主管為研究對象。結果發現：（1)從員工角度來說，自我效能是產生建言和異議行為的重要前因；(2)從主管角度來說，員工的自我效能與三類意見表達行為均無顯著關係，組織情成承諾才是影響意見表達的重要前因；（3)就員工角度而言，建言對主管續效評量有正向影響，異議與犬儒行為則無影響；（4)就主管角度而言，員工不同的意見表達形式會使他們給予員工不同的續效評分：建言對主管續效評量有正向影響，異議則無影響，但犬儒會有負向影響。本研究據此提出理論與實務管理之意涵。

In management literature, voice, dissent, and cynicism are the expression forms usually mentioned. Previous studies neither deeply understand the different natures of these opinion expression behaviors, nor discuss the differences of their antecedents and outcomes. Therefore, the objective of this study is to examine the antecedents of opinion expression behaviors, investigate their influences on supervisory performance evaluation, and explore whether subordinates and supervisors have different perspectives on these behaviors. This study analyzes paired data collected from 281 administrative personnel and their direct supervisors in junior high schools. Results show that: (1) from subordinates’ perspective, self-efficacy is an important factor in facilitating voice and dissent behaviors; (2) from supervisors’ perspective, employee self-efficacy is not related to three kinds of opinion expression behaviors, but organizational affective commitment could affect these behaviors;(3) from subordinates’ perspective, voice has a positive effect on supervisory performance evaluation, but dissent and cynicism has no effect; (4) from supervisors’ perspective, various employee opinion expression behaviors result in different appraisals of employee job performance: voice has a positive effect, dissent has no effect, and cynicism has a negative effect. This study discusses the implications of these results for theory and practice.