基于互联网时代企业组织变革的海尔小微公司绩效考核体系构建研究

发布时间：2018-08-21 10:37

【摘要】：互联网时代去中心化、分布式和零距离等自身及衍生特性对传统的组织结构和管理模式产生了颠覆性的影响。面对瞬息万变的市场环境,传统大型企业组织臃肿、反应迟缓、效率低下等“大企业病”的弊端日益显现,传统的科层制的组织形式和管理模式严重阻碍了企业的发展,甚至可能让企业遭受毁灭性打击,传统大型企业面临前所未有的竞争和挑战。传统大型企业感到高度的危机感,纷纷寻求变革。海尔作为国内传统大型企业的代表,积极进行管理创新探索,进行组织变革,转型为平台型企业,海尔内部拆分为成百个小微公司。海尔迫切需要构建一套科学的、与转型组织相匹配的绩效考核体系,既能充分发挥各小微公司的主动性、灵活性,又不会导致企业整体失控,在中央控制与小微公司灵活性之间取得平衡,使海尔内部活而不乱,从而跟上时代的步伐,实现企业可持续性发展。本文以互联网时代企业组织变革为背景,以海尔小微公司为研究对象,对关于互联网时代组织变革和绩效考核的国内外研究文献进行了整理,并对互联网、企业组织相关理论、绩效考核相关工具和方法进行了梳理和借鉴,懫用理论研究与实证研究相结合的研究方法,分析了互联网时代组织变革对绩效考核提出的新挑战和新要求。在深入分析海尔组织变革中原绩效考核体系存在的问题以及暴露的新矛盾的基础上,指出海尔小微公司绩效考核体系改革的方向和重点,借助现代绩效考核管理理论和方法,结合互联网时代新兴起的绩效管理工具,建立起一套与组织变革需要相匹配,科学、合理、有效的小微公司绩效考核体系。以小微公司对赌契约为前提,采用创新性的简单、易操作的二维点阵绩效考核工具,对绩效考核的目标、指标体系、评价标准、考核流程等进行了全新的设计,辅以相应的配套机制建设,包括激励机制、薪酬机制、晋升退出机制和培训机制等,改善现有绩效考核体系的不足,解决企业因变革存在的绩效考核问题。从而有效激发小微的主动性和活力,使企业具有快速应变的能力,同时又为集团对小微公司的管理提供科学的决策依据,保证了海尔对小微公司的有效控制,实现海尔内部活而不乱,解决了海尔效率与控制的平衡问题,促进了组织变革的成功,推动海尔实现可持续发展。本文研究具有重要意义。面对新时代的挑战,传统的绩效考核管理思想和管理工具已无法有效解决新时代组织变革中的大型企业的问题,海尔率先基于组织变革对小微公司的绩效考核体系进行构建是全新的理论和实践的探索和尝试。变革创新是时代迭进的永恒推动力,从某种意义上说,海尔所进行的管理变革探索不是“独角戏”,而是时代巨变下中国传统企业的集体诉求。因此,这既是中国传统大型企业探索互联网时代的绩效考核管理新模式的实践缩影,也为积极寻求类似变革的企业提供有益借鉴。基于此,互联网时代基于企业组织变革的海尔小微公司绩效考核体系构建研究具有重要的意义和价值。
[Abstract]:In the Internet age, decentralization, distribution, zero distance and other self-derived characteristics have had a subversive impact on the traditional organizational structure and management model. In the face of the rapidly changing market environment, the traditional large-scale enterprise organization bloated, slow response, inefficient and other "big enterprise disease" drawbacks are increasingly apparent, the traditional hierarchical group. As a representative of the traditional large-scale enterprises in China, Haier actively explores the management innovation and carries out the reform. Haier urgently needs to construct a scientific performance appraisal system which matches the transformation organization. It can not only give full play to the initiative and flexibility of the small and micro companies, but also can not lead to the overall out of control of the enterprise. In order to keep up with the pace of the times and realize sustainable development of enterprises, this paper takes Haier Small and Micro Company as the research object, sorts out the domestic and foreign research literature on organizational change and performance appraisal in the Internet age, and makes the Internet as the background. This paper combs and draws lessons from the related theories of enterprise organization, the tools and methods of performance appraisal, and analyzes the new challenges and requirements of performance appraisal brought about by organizational change in the Internet era by using the method of combining theoretical research with empirical research. Based on the exposed new contradictions, this paper points out the direction and emphasis of the performance appraisal system reform of Haier Micro Company. With the help of modern performance appraisal management theory and methods, and with the new performance management tools emerging in the Internet era, a scientific, reasonable and effective performance appraisal system for Haier Micro Company is established. Based on the premise of small and micro companies'betting contracts and adopting innovative, simple and easy-to-operate two-dimensional lattice performance appraisal tools, a brand-new design of performance appraisal objectives, index system, evaluation criteria, appraisal process is carried out, supplemented by corresponding supporting mechanism construction, including incentive mechanism, compensation mechanism, promotion and exit mechanism and training mechanism. To improve the deficiencies of the existing performance appraisal system and solve the problems of performance appraisal existing in the enterprises due to the changes, so as to effectively stimulate the small initiative and vitality, so that enterprises have the ability to respond quickly, while providing a scientific decision-making basis for the management of small and micro companies, to ensure the effective control of Haier to small and micro companies, to achieve the sea. This study is of great significance. Faced with the challenges of the new era, the traditional performance appraisal management ideas and tools have been unable to effectively solve the new era of organizational change in large enterprises. Haier took the lead in constructing the performance appraisal system of small and micro companies based on organizational change, which is a new exploration and attempt in theory and practice.Innovation and change are the Eternal Impetus of the times.In a sense, Haier's exploration of management change is not a "one-sided play", but a Chinese traditional enterprise under the great changes of the times. Therefore, this is not only the practice epitome of the traditional Chinese large-scale enterprises exploring the new mode of performance appraisal management in the Internet era, but also provides useful reference for enterprises actively seeking similar changes. Righteousness and value.
【学位授予单位】：西南大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.5;F426.6

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