转型背景下企业绩效考核目的研究

1、华中科技大学博士学位论文转型背景下企业绩效考核目的研究姓名：文鹏申请学位级别：博士专业：工商管理指导教师：廖建桥2010-10-28I1II2348090IIIAbstractSinceChinastartedeconomicreformandbeganopeningtotheoutsideworld,thecountryhasenteredanewtransformableage.Inthistransformablecontext,managementstylesandmethodsofenterpriseshavebeenconstantlychanged.Amongthosemanagerialchanges,itisspecialaboutthechangesonorganizationaloremployeeperformanceappraisal(PA).Inordertocompanywithincreasingmarketpressure,allkindsofenterpriseshavegivenup“communalpot”andthenadoptedenfor。

2、ceableandrigidPA,whichhastoacertainextentpromotedorganizationalperformance.Withthestrengthofappraisalincreases,however,manyproblemsoccurinthisappraisalmethod.Theynegativelyinfluenceenterprises’developmentandleadtotheappearanceoftheneedofanewPA.Thus,whichisthebestefficientPAmethodduringthetransformableage?ThepresentresearchwillmakeatrytoresolvetheproblemthroughstudyingPApurposes.Thepresentresearchreviewedrelatedliteratures,andthenconductedthreeempiricalstudies.Theyrespectlyexaminedtherelationship。

3、sbetweenorganizationalcharacteristicsandPApurposes(chapter4),testedthedifferentimpactofPApurposesonemployeereactions(chapter5),andestablishedtherelationshipbetweenPApurposesandorganizationalcitizenshipbehaviors(OCB)andexaminedtheinfluencingmechanismsofPApurposes(mediatingandmoderating)(chapter6).Mainconclusionsarefollowing:Firstly,ownership,industryandexternalcompetitionsignificantlyinfluencedperformanceappraisalpurposes.Specifically,comparingtostate-ownedandprivateenterprises,foreign-investeden。

4、terprisehavebiggerstrengthsinbothdevelopmentalPAandevaluativePA.Thisindicatedthatdomesticenterprisesshouldincreaseappraisalstreangthbylearningfromforeign-investedenterprisesinordertopromoteappriasleffectiveness;theimplementstrengthofdevelopmentalPAinhigh-techenterprisesisbiggerthaninnon-high-techenterprises.Thereasonisthatperformancecharacteristicoftheknowledgeworkerisprofessional.Thus,itisverydifficultformanagerstoratetheknowledgeworkerthroughevaluativeappraisal.Therightwayistoprovidefeedbackan。

5、ddevelopmentalandtrainingopportunitiestoattainenterprises’purposes.AstheIVcompetitioncanbetransferredfromtoptobottom,themarketcompetitiondegreeispositivelyrelatedtothestrengthofevaluativePA.Ontheonehand,thisconclusionbringsanimportantimplicationforreformingstate-ownedenterprisesinChina.Tokeeptheirstressandvitality,competitivedegreeshouldbegraduallyimprovedinstate-ownedenterprises.Ontheotherhand,whenthepressureisoversize,negativeimpactmayappearsuchasFoxconnJumpingEvent.Atthistime,managersshouldtr。

6、ytoreducepressurebyadoptinsomemeasuressuchashommizationenterpriseculture,leader-memberexchangerelationshipwithhighquality.Secondly,theinfluencingextentsoffourappraisalpurposesonappraisalreactionsaresignificantlydifferent.Specifically,employeeshavehigherPAjusticeperceptionsandtaskperformancewhenorganizationsimplement“workalongbothlines”PApurposeratherthanotherPApurposes.EmployeeshavelowestPAsatisfactionin“laissez-faire”PApurpose.Overall,“workalongbothlines”PApurposecanleadtopositiveemployeePAreac。

7、tions.Comparingto“laissez-faire”and“settleoldaccountsinfuture”PApurpose,“pointoutapathway”and“workalongbothlines”PApurposepositivelyinfluencedOCB.Alloftheseconclusionsindicatethatemployeewillhavepositiveoutcomeswhentheirorganizationsimplementhighlydevelopmentalperformanceappraisal.Thirdly,Perceivedsocialexchangefullymediatedtherelationshipbetween“pointoutapathway”PApurposeandOCB,butthemediatingroleoforganizationalidentificationdidnotexsit.Thisimpliedthatemoloyeesfocusedmoreonwhetherornottheirorg。

8、anizationsestablishedlong-termandsocialexhangerelationshipswiththemintransition.Basedontherelationshios,theywouldthendecidewhetherornotconductOCB.Fourthly,Traditionalitynegativelymoderatedtherelationshipbetween“pointoutapathway”PApurposeandperceivedsocialexchangeinsuchawaythattheirrelationshipwasweakerforemployeeswithhightraditionalityanditwasstrongerforlowlytraditionalemployees.ThisbringsimportantimplicationsforChineseemployeeappraisal.Asthegenerationsafter80sand90shavelowertraditionalculturalv。

9、alueandarebecomingcorepartofemployees,itismorehelpfulfortheirsocialexchangeperceptionstoimplement“pointoutapathway”performanceappraisal.Meanwhile,learningorientationpositivelyVmoderatedtherelationshipbetween“pointoutapathway”andorganizationalidentificationinsuchawaythattheirrelationshipwasstrongerforemployeeswithhighlearningorientationanditwasweakerforemployeeswithlowlearningorientation.BasedontheaboveconclusionsandmanagementpracticeinChina,thepresentresearchanalyzedtransferringprocessofPApurpos。

10、eandproposedthreetransferringstagesofPApurposes.Wearguedthat“pointoutapathway”isthefuturedirectionsofPApurposes.Someprincipalsandmethodswereproposedabouthowtosuccessfullycarryout“pointoutapathway”PApurposebasedoncasesfromforeignenterprises.Finally,wesummarizedthewholeresearchandindicatedresearchlimitationsanddirectionsforthefuturestudy.Keywords:PerformanceAppraisalPurposesEvaluativePerformanceAppraisalDevelopmentalPerformanceAppraisalPerformanceAppraisalReactionsOrganizationalCitizenshipBehaviors。