H公司知识型员工绩效管理机制研究

发布时间：2018-03-19 06:10

本文选题：知识型员工　切入点：绩效管理机制　出处：《首都经济贸易大学》2017年硕士论文　论文类型：学位论文

【摘要】：中国国内生产总值的增速自2012年以来开始回落,过去30多年平均10%左右的高速增长不复重来,经济增长阶段发生根本性转换,经济发展进入“新常态”,增长动力由要素驱动投资驱动转向创新驱动,进入“增长速度换挡期、结构调整阵痛期、前期刺激政策消化期”的“三期叠加”时期。面对经济发展的新特征,党中央、国务院实施创新驱动发展战略,最根本就是要增强自主创新能力,创新的事业需要创新的人才,知识就是力量,人才就是未来。在这样的背景下,从事创新工作的知识型员工成为提高企业效益、推动经济发展、促进社会进步的中坚力量。对于知识型员工,如何建立以干事创业为导向的人才评价考核机制,是困扰广大企业的难点问题。现有研究成果存在两个方面的局限:一是没有针对知识型员工群体的特点提出针对性的绩效考评以及绩效管理机制设计的思路与实施方案;二是上述思路的关键都是通过将考评权力合理地配置给某个个人权威,以此提高被考评者的认同程度,但是对于如何将考评主体从个人权威过渡到组织权威,建立一套在组织内部被广大知识型员工认同的绩效标准和绩效管理流程,现有研究并没有提及。因此,本文的研究内容聚焦如何建立一套能够准确衡量知识型员工价值与贡献的绩效考评机制上。本文需要解决的关键问题有三:首先,本文如实还原H公司实施IPD项目的过程,为此本文拟从H公司内部资料、侧面研究及报道、外部咨询团队的咨询材料三个方面入手,形成证据三角链,客观地说明H公司如何逐步构建知识性员工绩效管理机制。同时本文还将分析该机制逐步发展的历程和关键阶段。第二,本文拟分析该机制能够有效评价知识型员工的内在机理。第三,本文将分析该机制建立的关键条件和情境因素,包括领导支持、流程梳理、知识管理、系统支撑、薪酬分配以及资源分配等配套措施,将H公司的方法论显性化、结构化。本文选择了案例研究的方式,还原了H公司实施IPD项目的过程,研究发现:建立知识型员工绩效考评机制的基本思路,是通过组织权威代替个人权威评价员工的价值。构建组织权威的方式和步骤:一是将业务流程进行标准化的细分;二是建立知识管理的机制,将完成标准化活动的知识,技能以及质量标准沉淀为组织知识;三是以专家沉淀的组织知识为依据,衡量员工的行为绩效,并据此开展薪酬分配,资源配置等工作。H公司绩效管理的内在机制,在于建立了一套基于内部专家共享知识的业绩指标体系,这是有别于个体权威的组织权威,因此具有更为广泛和长期的影响力,能够促进员工形成稳定的行为预期,进而引导员工做出类似的行为选择,在此基础上,一套共享的员工行为模式和组织文化就逐步形成了。这是H公司绩效管理机制有别于传统绩效管理机制的根本差别。本章进一步分析了H公司实施IPD项目的过程,发现这套绩效管理机制的实施,需要大量的情境因素和前提条件。本质上来说,这套绩效管理机制的建立是一套全流程的、自上而下的管理改革,因此,公司高层领导的全力支持,是建立这条机制的基本前提。在领导支持的前提下,需要全方面并且细致地梳理、分解业务流程。此外还需要建立一套知识管理的系统,实现个体知识向组织知识的顺利转化。最后,通过资源配置的体系,引导符合企业导向的行为模式,形成良性循环。本文的实践意义在于通过还原H公司对知识型员工绩效考评机制的建立过程,分析知识型员工绩效考评的关键环节和内在机理,将其结构化为一套行之有效的方法论,明确落地实施环节的情境要素。有助于企业实践工作者准确把握知识型员工绩效考评机制的关键问题,结合本单位实际系统地建设相应机制,充分发挥知识型员工主动性和能动性,提高其个人绩效,进而促进企业业绩的发展。本文的理论意义在于总结现有研究成果和深入分析H公司管理实践的基础上,归纳出能够准确衡量知识型员工价值与贡献的绩效考评机制。本文进一步探讨了其内在机理在于通过建立一套基于内部专家知识库的组织权威,替代直属上级或公司领导等个人权威,该思路也拓展了现有理论研究的视角。本文的不足主要包括案例材料来源比较单一,对绩效管理有效性的标准探讨比较有限,下一步研究中将通过不同来源材料形成证据三角形,并探索有效性的衡量方式,提高研究的建构效度。
[Abstract]:Chinese GDP growth began to fall since 2012, rapid growth in the past 30 years an average of 10% no longer again, the stage of economic growth fundamental transformation, economic development has entered a new normal, the growth momentum from the factor driven investment driven to innovation driven into the shift of growth, structural adjustment pains, pre stimulus digestion period of three superimposed period. Facing the new characteristics of economic development of the CPC Central Committee, the State Council to implement innovation driven development strategy, the most fundamental is to enhance the capability of independent innovation, innovation requires innovative business talents, knowledge is power, talent is the future. In this context, knowledge workers engaged in innovative work to improve enterprise benefit, promote economic development, promote the backbone of social progress. For knowledge workers, how to set up to general business for The mechanism of talent evaluation oriented, is a difficult problem for the majority of enterprises. The existing research results there are two limitations: one is not put forward according to the characteristics of knowledge employees for performance appraisal and performance management system design ideas and implementation plan; two is the key of the above ideas are the evaluation of power reasonable allocation to a personal authority, in order to improve the degree of identity is the appraisal, but for how the evaluation of the main authority from the individual transition to authoritative organization, establish a set of the knowledge workers identity in the organization's performance standards and performance management process, the existing research is not mentioned. Therefore, the research content of this paper focus on how to establish a set to measure the value and contribution of knowledge workers and accurate performance evaluation mechanism. There are three key problems need to be solved in this paper: first, the The H company IPD project implementation faithfully reduction process, therefore this paper from the H company internal information, and side study reported that three aspects of external consulting consulting team starting material, the formation of evidence chain objectively explain the triangle, H company how to gradually construct knowledge employee performance management mechanism. At the same time, this paper will analyze the history and the key stage of the mechanism. Second, this paper intends to analyze the effective evaluation mechanism of knowledge workers to the mechanism. Third, this paper will analyze the key conditions of the mechanism establishment and situational factors, including leadership support, carding process, knowledge management, system support, salary distribution and resource allocation and other supporting measures, methods H's theory of dominance, structured. This thesis chooses the method of case study, the reduction process, H company IPD project implementation research found: the establishment of knowledge worker performance evaluation mechanism The basic idea is through the organization authority instead of personal authority evaluation value of staff. Methods and steps of Building Authority: one is the business process standardization subdivision; two is to establish the mechanism of knowledge management, will complete the standardization activities of knowledge, skills and quality standards for the precipitation of organizational knowledge; three is to expert knowledge precipitation as the basis, to measure employee behavior performance, and accordingly carry out salary distribution, performance management and resource allocation mechanism of.H company, is to establish a set of knowledge sharing performance index system based on the internal experts, which is different from the individual authority of the organization authority, so it has more extensive and the long-term influence, can help the employees to form a stable behavior expectations, and guide employees to make a similar choice, on the basis of this, a set of shared employee behavior and organizational culture It is gradually formed. This is the performance management system of H company has a fundamental difference between different from the traditional performance management mechanism. This chapter further analyzes the process of H implementation of the IPD project, found that the implementation of this set of performance management system, requires a lot of situational factors and conditions. Essentially, the establishment of this performance management the mechanism is a whole process, top-down management reform, therefore, the full support of the senior leadership, is the basic premise to establish this mechanism. In the premise of leadership support, need all aspects and carefully combed, decomposition of business processes. In addition to the need to set up a system of knowledge management, the realization of individual the smooth transformation of knowledge to organizational knowledge. Finally, through the allocation of resources and guide system, conforms to the enterprise oriented behavior pattern, forming a virtuous circle. The practical significance of this article is through the reduction of H for knowledge Establish process of employee performance evaluation system, analysis the key link of knowledge employees' performance appraisal and internal mechanism, be structured as a set of effective methodology, clear landing situational factors. There are part of the implementation of key issues will help enterprise practitioners accurately grasp the knowledge employee performance evaluation mechanism, combined with the actual situation of the unit system the construction of the corresponding mechanism, give full play to the knowledge staff and initiative, improve their individual performance, and promote the development of enterprise performance. The theoretical significance of this article is to summarize the results of the present study and in-depth analysis of management practice of H company on the basis of summarized to measure the value and contribution of knowledge workers and accurate performance evaluation mechanism. This paper further discusses the inherent mechanism is to establish a set of internal knowledge base organization based on authority, instead of direct supervisor or public Our leadership and personal authority, the idea is to expand the existing theoretical research perspective. The shortage of this paper includes case material source is relatively simple, the performance management of the effectiveness of study is limited, the next step will be the formation of triangular evidence from different sources of materials, and to explore the effective measure to improve the construct validity study.

【学位授予单位】：首都经济贸易大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F626

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