组织中的最优人事任命权安排

发布时间：2018-03-20 23:18

本文选题：权力配置　切入点：任命权　出处：《辽宁大学》2011年硕士论文　论文类型：学位论文

【摘要】：本文对Marino et al.(2009)的文章进行了扩展。在Marino et al.(2009)中,作者提出一个权力分配模型。在一个项目决策者和实施人分离的团队中,项目实施人有不服从决策者的能力,因此决策者的真实权力受到制约。项目决策者对项目运行的方式有着名义权力,但真实权力很大程度上取决于实施人是否服从其命令。而解雇实施人的能力是项目决策者迫使实施人服从命令的主要手段。在Marino et al.(2009)的模型中不区分项目决策者的收益和组织整体收益。而解雇问题,其实是一个人事任命权的问题。在本文的模型中,首先加入了一个组织所有者(老板),进而区分开项目决策者(项目经理)的私人收益和组织利益(老板的利益)。然后,考虑组织所有者面临不确定的外部经济环境时的最优决策问题。最优决策是指组织所有者是否将人事任命权代理给项目决策者的权衡问题,而这又取决于外部经济环境的不确定性。当项目决策者的偏好和外部经济环境相一致的概率大于1 2时,称其为一个合格的项目决策者。本文得出的主要结论是:面临一个合格的项目决策者,当外部经济环境不存在很强的不确定性时,组织所有者倾向于将人事任命权代理给项目决策者;当外部经济环境的不确定性很强时,组织所有者倾向于自己拥有人事任命权。
[Abstract]:In Marino et al. 2009, the author puts forward a power distribution model. In a team of project decision makers and implementers, the project implementers have the ability to disagree with the decision makers. So the real power of the decision makers is limited. The project decision makers have nominal power over the way the project operates, But the real power depends to a large extent on whether the implementer obeys his or her orders. The ability to fire the implementer is the main means by which the project decision maker forces the implementer to obey the subordinate order. In the model of Marino et al. 2009), the project decision maker is not distinguished. Income from the organization as a whole. The issue of dismissal is actually a matter of appointment power. In the model of this paper, First join an organization owner (boss), and then distinguish between the private benefits of project decision makers (project managers) and the benefits of the organization (the owner's interests). Then, Considering the optimal decision of the organization owner in the face of uncertain external economic environment, the optimal decision refers to the tradeoff between the organization owner and the project decision maker whether or not to delegate the personnel appointment power to the project decision maker. This, in turn, depends on the uncertainty of the external economic environment, when the probability of consistency between the preferences of project decision makers and the external economic environment is greater than 12:00, calling it a qualified project decision maker. The main conclusions of this paper are as follows: faced with a qualified project decision maker, when there is no strong uncertainty in the external economic environment, the organization owner tends to delegate the personnel appointment power to the project decision maker; When the external economic environment is very uncertain, the organizational owners tend to own the power of personnel appointment.
【学位授予单位】：辽宁大学
【学位级别】：硕士
【学位授予年份】：2011
【分类号】：C936;F224

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