W汽车制造企业供应商评价指标优化

文章以供应链管理理论及模型为基础,以当前汽车制造企业的供应商关系管理研究现状为切入点,通过分析国内外汽车制造企业供应商关系管理的发展趋势及成功经验,对W汽车制造企业供应商关系管理现状进行分析,基于供应商管理理论对W汽车制造企业的供应商库建立、供应商梯队建设差异化管理、激励政策等机制进行论证。     

信息化条件下驾驶员心理管理浅析

为了更好的适应未来信息化条件的作战,提高汽车部(分)队的战斗力和保障力,对汽车部(分)队驾驶员心理管理已显得十分必要和突出。因此,分析信息化条件下心理战特点,由此提出加强驾驶员心理管理的具体方法和措施,是信息化条件下驾驶员心理管理的必然要求。     

统计“好声音”,更需青年唱响——北京昌平统计局队“五四”主题团日活动侧记

在北京市昌平区统计局、国家统计局昌平调查队(简称昌平局队)180人的队伍里,35岁以下的青年人已经占到了1/3。要想使统计事业发展提高,就必须发挥好青年人的作用。而如何发挥青年人的优势、促进青年人健康成长、激励青年人展示更出色的作为?这些问题,在昌平局队,一直牵系着局队领导的心。蛇年春节刚过,昌平局队正式出台《"激励青年骨干,展示职场作为"工作方案》,从加强学习培训、加强业务交流、丰富文体活动、建立培养机制四个方面,制订了详细的工作方案,以激励青年人更好地展示统计作为。4月24日,根据局党组的安     

大型工程建设企业基层管理团队建议反馈机制的博弈研究——以高速铁路架子队施工组织模式为例

本文运用行为博弈理论中的“最后通牒”模型，对我国目前在高速铁路建设项目中试点的一种新型施工组织模式“架子队”管理团队容易忽视作业层建议的原因进行分析。在此基础上认为，可以通过建立新的激励约束机制来打破原有的博弈均衡状态，使管理团队与作业层都愿意选择更有利于委托人的行动策略，从而提高架子队模式的管理效率，降低工程质量安全...     

“航天科工杯”第四届中国质量学术论坛论文征集通知

为提升我国质量管理的理论水平,倡导质量文化,引导和激励更多的人才投身于质量管理理论、方法和技术的应用与研究,在政府有关部门的领导和支持下,中国质量协会于2003年设立了"中国质量学术论坛".     

激励理论在企业管理中的运用

随着激励理论的发展,越来越多的企业开始将激励理论引进到企业管理中。文中会介绍企业管理中激励理论本身存在的问题,分析激励理论对企业发展的作用,最后介绍激励理论在企业管理中的具体应用。     

激励理论在图书馆人力资源管理中的应用

现代管理的核心是对人的管理,如何充分调动每位员工的积极性,是管理的首要任务。有效激励应遵循针对性原则、持续动态激励原则、恰当激励原则、正向激励和负向激励相结合原则、物质激励与精神激励相结合原则。图书馆人力资源管理应借鉴需要层次理论,抓住主导需求进行激励;借鉴双因素激励理论,报酬激励与成就激励相结合;借鉴公平理论,推行公平激励;借鉴强化理论,实施强化激励;借鉴期望理论,推行目标激励和绩效考核。     

激励理论在企业管理中的运用

随着激励理论的发展,越来越多的企业开始将激励理论引进到企业管理中.文中会介绍企业管理中激励理论本身存在的问题,分析激励理论对企业发展的作用,最后介绍激励理论在企业管理中的具体应用.     

员工激励的组合策略

现代人力资源管理的实践活动,主要包括四部分内容：人员的遴选聘用、员工的培训与开发、员工绩效考核和员工激励。在这四部分内容中,激励是一个关键性问题,因为它直接影响着员工能力及潜力的发挥,并最终关系到员工个人的职业发展以及企业整体的生存与发展状况。有效的激励实践离不开正确的理论指导,因此对于激励理论的回顾,将有助于企业管理者提高认识、开拓思维、找到正确的激励措施。     

交易型领导下领导的情绪管理对员工组织公民行为的影响

交易型领导理论是Bass于1985年提出的一种领导理论,主要内容包括领导者在实施一定激励措施的基础上通过及时交换(物质的、精神的激励等)来影响组织成员的行为。现在大多企业都处于这种领导模式下,在这种领导模式下员工与领导之间更多的是一种交易关系,没有深厚的感情基础。而在这种模式下领导更需要理性的管理自身的情绪,防止与员工的交往过程中产生情绪化。情绪智力是情绪管理的核心,领导的情绪智力与自我情绪智力的感知对员工的组织公民行为,对员工的信任感,对公司的发展都有很重要的影响。当员工感知领导情绪智力大到某一范围时,领导感知自我情绪智力正向调节员工感知领导情绪智力与组织公民行为之间的关系。而当员工感知领导情绪智力低于某一范围时,领导感知自我情绪智力反而负向调节这一关系。     

When is Effort Contagious in New Venture Management Teams? Understanding the Contingencies of Social Motivation Theory

Consistent with social motivation theory, prior research on managerial motivation suggests that effort is contagious across management team members. In this study, we draw on belongingness theory to develop a model on important boundary conditions to social motivation theory in the management team context. The model predicts that new venture managers react to their teammates’ higher effort levels by investing higher effort levels themselves primarily when they are confronted with a threat – namely, low venture performance and high environmental hostility – but that effort is less contagious when managers face little threat. We test our model with a sample of 103 new venture managers nested in 51 management teams in a longitudinal setting capturing managerial effort over 26 weeks. While we do not find a direct relationship between teammates’ effort and a new venture manager’s subsequent effort, we find support for the crucial role of threat in triggering the contagion of managerial effort. We discuss the contributions of our study for research on management teams, performance feedback, and entrepreneurial effort in new ventures.     

基于双因素理论谈高校辅导员的管理

高校辅导员是高校教师队伍的重要组成部分,他们在加强大学生德育教育等方面起到了十分积极的作用。合理激励高校辅导员有助于大学生德育教育的开展。文章从赫兹伯格的双因素理论出发,着重分析了高校辅导员的现状,从激励角度对高校辅导员的管理提出了对策建议。     

The home field advantage: Implications for the pricing of tickets to professional team sporting events

Existing empirical estimates of the elasticity of demand for tickets to professional team sporting events are consistently inelastic, throwing into question the assumption of profit-maximizing behavior on the part of team management. We provide a new theory of team sport ticket pricing, based on the home field advantage, which implies that the elasticity of demand relevant for profit maximization is more elastic than the traditional ceteris paribus elasticity measure. Thus, the inelastic traditional point estimates are not necessarily inconsistent with team profit maximization.     

企业高管团队整合领导力提升的行动学习模式

讨论了高管团队整合领导力及其与企业绩效的关系，分析了企业高管团队整合领导力运行机理，应用系统工程理论方法，构建了企业高管团队整合领导力系统运行模型。概括总结了行动学习原理以及研究理论，指出了企业高管团队整合领导力提升的关键要素，在此基础上，应用经验学习循环和群体动力学理论方法，构建了基于行动学习的高管团队整合领导力培育“3循环”学习模式。从而，为企业高管团队整合领导力的培育与提升提供了一点粗浅的新思路和方法。     

Strategic management and public leadership

Abstract

As a new and flatter organization replaces the traditional public organization, it would need more of strategic public management. Key decisions in team production relate to the employment of outcome measures for both monitoring of real activities as well as the reform of the structuring of these activities. Only outcome measures could constitute the starting-point for public sector strategic management. A concept of strategic management for public services must include a theory of public leadership, resulting from the mechanism of credit and commitment on the part of the team providing services. A theory of strategic public management must take into account the specific features of the public sector as well as include the implications of rule of law. Given the criticisms of the rational decision model, a theory of strategic management must pay attention to the lessons from public administration about bounded rationality and the possibility of pathologies or organized foolishness in public organization.     

民办高校教学管理队伍建设的困境与对策

新世纪以来,在我国的高等教育体系中,一个重要的组成部分就是民办高校。本文主要分析了在民办高校中加强教学管理队伍建设的必要性以及当前的教学管理队伍现状,对此提出了建设一支高素质的教学管理队伍的新方法和对策。对于民办高校来讲,最重要的一项课题就是建设教学管理队伍,只有解决好这一问题,才能更好的促进我国民办高校的自身发展。     

团队激励的新策略:生产力测评与提升系统

为了打破传统团队激励策略的局限性,有效激励团队成员,充分调动团队成员的工作积极性,提升团队工作生产力,一种团队激励的新策略———生产力测评与提升系统(ProMES)应运而生。本文概括了生产力测评和提升系统的定义,阐明了生产力测评与提升系统的理论基础,介绍了生产力测评与提升系统的构建与实施方法,探讨了生产力测评与提升系统的作用原理,通过案例分析指出了在实施过程中需要注意的问题,以期更好地指导生产力测评与提升系统的实践。     

知识型员工绩效的影响因素研究——基于货币激励方式与团队氛围的双重视角

本文通过实验研究的方法,研究了货币激励与团队氛围对知识型员工绩效的影响,并分析了内部动机在上述两组关系中的影响作用。研究结果表明:从货币激励的角度来看,货币激励并不一定会提高知识型员工的绩效,和固定工资相比,与绩效挂钩的薪酬有时反而不利于工作业绩的提高。从团队氛围角度来看,被试者感受到的团队氛围越浓厚,越有利于带来更高的绩效。进一步研究发现,任务绩效会随内部动机的提高而提高,并且,货币激励与团队氛围均会通过影响内部动机进而影响任务绩效。因此,当货币激励对知识型员工绩效产生负效应时,可以通过营造较好的团队氛围提高员工的内部动机进而提高其绩效水平,这为提高员工绩效提供了除货币激励外一种新的方法途径。     

The effects of high-involvement work systems and shared leadership on team creativity: A multilevel investigation

Understanding how to effectively stimulate creative potential in the workplace through strategic human resource management (HRM) practices is critical to enhancing organizational competitiveness. This study investigates the effects of high-involvement work systems (HIWS) on team creativity in terms of ability–motivation–opportunity theory and a team input–process–output model. It draws on a data set consisting of 668 employees from 112 teams in 41 organizations in China. The results reveal that HIWS are positively related to team creativity, not only directly, but also indirectly through a sequential mediating mechanism of involvement climate and shared leadership. We argue that when employees are placed in an autonomous work environment underpinned by HIWS, they will be more likely to be involved in creative activities and engage in mutual influence behaviors in their work teams, and lead each other to achieve a higher level of creativity. Our study extends the knowledge on strategic HRM/HIWS, shared leadership, and creativity.     

Can leadership compensate for deficient inclusiveness in global virtual teams?

Although the number of global virtual teams has been growing rapidly, it is still a great challenge to achieve internal collaboration across geographic, cultural, and linguistic barriers. Two factors that have been identified to improve productivity are inclusive group attitudes in the team and the right leadership from the team leader. Although there are strong indications that each of these concepts would have a favourable effect on team member performance, we set out to explore how they function in combination. More specifically, we hypothesise that inspirational motivation from a team leader can compensate for a lack of inclusive group attitudes in the form of team openness to language diversity. We also predict the positive effects of “inspirational motivation” leadership to be stronger than those of the “management by exception” style of leadership. Using responses from 174 team members and their 23 team leaders in the research and development department of a Danish manufacturing organisation, we confirm our hypotheses. This provides clear guidelines for HRM interventions in organisations using global virtual teams.