工作绩效结构理论的现状与展望

在过去的许多年,对工作绩效的研究出现了许多问题:不断重复的实证研究以及在工作绩效结构研究方面的混乱状态引起了学者们的批评。其研究主要包括关系绩效和任务绩效、适应性绩效、角色绩效等。正是这些理论需要对工作绩效范围的重新思考。文章对最近工作绩效的主要成果给予介绍和评价,并对研究中存在的问题进行简要的评价,以便于将来学者们研究。     

企业并购绩效文献综述

20世纪以来并购已经成为企业快速扩张和整合的重要手段之一。为了探究企业并购的短期和长期市场绩效,并购后的合并企业财务绩效,怎样来解释并购的绩效等问题,国内外学者从不同角度做了大量的研究,但研究至今没有统一的结论。本文对国内外有关企业并购绩效和归因研究的重要文献进行了总结和综述,并指出了并购绩效现有研究的局限性和进一步值得研究的领域。     

企业并购绩效文献综述

20世纪以来并购已经成为企业快速扩张和整合的重要手段之一。为了探究企业并购的短期和长期市场绩效,并购后的合并企业财务绩效,怎样来解释并购的绩效等问题,国内外学者从不同角度做了大量的研究,但研究至今没有统一的结论。本文对国内外有关企业并购绩效和归因研究的重要文献进行了总结和综述,并指出了并购绩效现有研究的局限性和进一步值得研究的领域。     

我国公用事业民营化绩效分析研究

本文通过对企业民营化外国内外研究文献的梳理,提出了我国公用事业民营化绩效分析的研究思路。并在借鉴国内外民营化绩效测度和分析方法的基础上,考虑到公用事业具有外部性和公益性,在绩效指标测度中加入了社会效益指标,从而能更为全面的考量我国公用事业民营化的效果,为进一步的研究打下良好基础。     

福利满意度对员工工作绩效的影响探析

到目前为止的的各项研究表明,员工的工作绩效是受多种因素共同作用影响的。在本文中,主要是对福利满意度对员工工作绩效的影响进行探究。在回顾和综述了国内外的学者专家对福利满意度的内涵和外延的认识后,本文来分析两者之间是否存在某种关系,以及进一步研究如何为人力资源管理实践提供理论指导。     

基于经济责任审计的政府绩效评估研究

立足于经济责任审计的实践经验与研究成果，以政府绩效评估与经济责任审计互动关系为切入点研究我国政府绩．效评估问题，既符合建立政府绩效管理长效机制的客观要求，也为我国提升政府绩效评估效率与效力提供了新的路径，拓展了公共管理理论研究的新视野。笔者分析了该论题的研究意义，回顾了国内外研究进展．并对研究内容与方法进行了探讨，为进一步深入的研究打下了基础。     

论绩效薪酬模式的有效性

文章基于绩效薪酬激励效果的不同研究结论，尝试进行绩效薪酬模式的有效性研究，探讨不同绩效薪酬模式对员工工作绩效的影响差异，并进一步提出了有效实施绩效薪酬计划的对策和建议。     

企业研发投资绩效研究综述

文章在将研发投资绩效划分为技术绩效、财务绩效和价值绩效三个不同维度的基础上,对国内外相关研究进行了综述,指出了现有研究的不足,并对未来研究的思路进行了展望。     

我国电力行业上市公司资本结构与公司绩效的实证分析

长期以来,资本结构与公司绩效的关系一直是研究资本结构问题的重要研究方向之一。本文利用我国电力行业面板数据,在对我国电力上市公司资本结构与公司绩效进行描述统计分析的基础上,就二者之间关系作了实证分析和研究。结果发现,资本结构与公司绩效衡量指标——净资产收益率之间存在倒U型关系,即存在最优资本结构;资本结构与公司绩效另一衡量指标——托宾Q值之间则呈负相关。最后就实证结论中与理论相悖的地方作了合理解释,并对公司融资决策中的合理负债区间作了进一步探讨。     

股权结构对企业绩效的影响机制:一个文献综述

随着企业的发展,企业的治理结构、股权机构以及他们与企业经营绩效之间的关系就成为学界研究的重点问题之一。针对股权结构对企业绩效的影响这一问题,本文分别从一般性研究和分行业研究两方面梳理总结了国内外具有代表性的和近年来的最新文献,并在此基础上阐述了这一领域的相关研究所存在的缺陷和未来发展的方向。     

The relationship of leader psychological capital and follower psychological capital,job engagement and job performance: a multilevel mediating perspective

Building on the body of positive organizational behavior research, this study examines the relationships between leader psychological capital, follower psychological capital, job engagement and job performance (task performance and contextual performance). Data were collected in three phases from multiple sources involving 60 leaders and 319 followers from a large telecom company in Taiwan. Hierarchical linear modeling results revealed that leaders' psychological capital was positively related to their job engagement through the mediation of followers' psychological capital. Furthermore, the results indicated that job engagement mediates the relationship between followers' psychological capital and their job performance (task performance and contextual performance). We discuss the implications and limitations of these findings and directions for future research.     

The Role of Participative Leadership and Trust‐Based Mechanisms in Eliciting Intern Performance: Evidence from China

In this article, we investigate the relationship between participative leadership and job performance within the internship setting. Based on two‐waves of survey data obtained from 309 intern‐supervisor dyads, we find that participative leadership has a positive relationship with job performance, and that affective trust mediates that relationship. We also find that although cognitive trust is not significantly related to intern job performance, it mediates the relationship between participative leadership and affective trust. Our findings contradict those of previous research which question the effectiveness of participative leadership in short‐term employment situations such as internships. They also highlight the importance of designing internships to be reflective of typical performance situations, characterized by participative leadership practices, rather than more directive leadership practices. © 2014 Wiley Periodicals, Inc.     

The roles of OCB and automation in the relationship between job autonomy and organizational performance: a moderated mediation model

This study examines the mediating role of organizational citizenship behavior (OCB) in the relationship between job autonomy and organizational performance in the manufacturing industry. The study also investigates the moderating role of automation in those relationships. Although it is well known that job autonomy has an intimate relationship with employees’ attitudes at the individual level, no studies have yet elucidated the relationships of job autonomy with OCB and organizational performance at the organizational level. Moreover, no research has investigated the role of automation in an OB discipline, although automation constitutes an important contextual variable. Using a moderated mediation model, this study found that OCB mediated the relationship between job autonomy and performance, and that these relationships were stronger in less automated organizations. The findings offer implications regarding how job autonomy can improve organizational performance and which organizations benefit more from job autonomy.     

The new public management and the UK Police Service

This article explores the impact of the introduction of the New Public Management (NPM) within the UK Police Service since the mid-1990s. A specific focus upon individual performance management (one of the central features of NPM) is examined from the perspective of the police sergeant who has primary responsibility for managing performance and ultimately the delivery of policing services within one of the UK's ‘essential’ public services. After a discussion of the literature on individual performance management within the context of the NPM, the article identifies four major research questions relating to: the job role demands of performance management; access to valid and reliable performance management information; the capacity to provide follow-up development and support; and the wider integration of performance management with organization strategy and service objectives. After reporting on interview data collected from role sets in which the sergeant is a focal member, the article concludes with a discussion of the constraints upon effective performance management within the NPM.     

市场导向对企业经营赢利性的影响

市场导向是国外学者近年来研究的热门课题。管理者们知道以市场为导向对企业的经营绩效有着极为有利的影响。因此,学习国外的市场导向理论,研究市场导向对企业经营绩效的影响,具有重要的现实意义。面对我国构建的社会主义市场经济,我们应该以科学发展观为指导,积极研究市场导向对企业经营绩效的影响,建立具有中国特色的市场导向理论。     

How do industrial relations climate and union instrumentality enhance employee performance? The mediating effects of perceived job security and trust in management

In this study, we examine the effects of two key variables associated with union effectiveness on the job performance of employees, and the mechanisms that explain such effects. More specifically, we investigate whether employees' perceptions that their union has a constructive relationship with management (industrial relations climate) and is able to act as an agent for their concerns (union instrumentality) promotes their job performance by enhancing their perceived job security and trust in management. Drawing on three waves of data from 303 employees and their immediate supervisors within 17 private enterprises in China, we find employees' perceptions of union effectiveness influence their job performance by enhancing both their perceived job security and trust in management. These findings are consistent with social exchange theory and conservation of resources theory. This article contributes to the literature by improving our understanding of how unions influence employees' work performance and by explaining how employees' perceptions of the industrial relations climate and union instrumentality influence their job performance. It also sheds light on the important issue of the effectiveness of unions in China, a country where the centrality of the Chinese Communist Party is often considered to have reduced the instrumentality of unions.     

The differential effects of job design on knowledge workers and manual workers: A quasi‐experimental field study in China

When Taylorism was discarded long ago, job enrichment emerged as a good alternative. Recent research, however, has pointed out the ineffectiveness of job enrichment. This study suggests that both approaches could be effective and looks at job nature as the moderator that can affect how the two approaches are applied. The authors' longitudinal quasi‐experimental field study in China found a significant interaction between worker type (knowledge workers [KWs] versus manual workers [MWs]) and job characteristics on employee outcomes. After enrichment, KWs experienced higher satisfaction and task performance, whereas for MWs, satisfaction and performance declined. This pattern of results suggests that both job enrichment and Taylorism are applicable depending on the job nature. In addition to contributing to job design theory, the present study also explored the unique attributes of KWs and provides practical suggestions as to how human resource managers can better motivate KWs. © 2011 Wiley Periodicals, Inc.     

The dynamics of entrepreneurs’ networks in a transitioning economy: the case of Russia

Despite its theoretical and practical importance, the evolution and development of entrepreneurs’ networks has attracted a little attention of researchers. The emerging research literature on this topic found that the dynamics of entrepreneurial networks were contingent upon venture lifecycle, industry and region, and resource needs of the firm. In addition and contrast to the previous research, this article examines the effects of the initial network structure, and firm performance of previous years on the changes in entrepreneurs' network structure, relations, and resources over 4 years. The empirical data is composed of the face-to-face interviews with 75 Russian entrepreneurs in 1995, and the follow-up interviews with 56 original respondents in 1999. I found that the greater the initial network size, the less the increase in network size, strong and weak ties, and resources over time. Further, the findings indicate that revenue growth of previous years predicts the changes in networks in the reverse manner. Thus, I found that the greater the average revenue growth, the less the increase in network size, weak ties, and resources over time.     

The effects of employee engagement and self-efficacy on job performance: a longitudinal field study

Abstract

Self-efficacy’s influence on individual job performance has been well documented in laboratory studies. However, there have been very few rigorous field studies of self-efficacy’s relationship with objectively measured individual job performance in organizational settings. This research history might account for the low take-up of self-efficacy within the business literature as well as within business itself. When it comes to studies of employee engagement, the same lack of rigorous individual studies applies, although several organizational-level studies link employee engagement to organizational performance, while its claimed benefits have been widely discussed in the business literature. Finally, the degree to which employee engagement and self-efficacy have independent and additive effects on individual-level job performance remains unknown. In order to address these issues, a longitudinal field study was undertaken within an Australian financial services firm. Using survey data linked to objectively measured job performance, we found the additive effects of self-efficacy and employee engagement explained 12% of appointments made and 39% of products sold over and above that explained by past performance. This finding suggests human resource management (HRM) practitioners should address both self-efficacy and employee engagement in order to boost job performance while encouraging HRM scholars to incorporate both measures when conducting job performance studies.     

High Job Performance Through Co‐Developing Performance Measures With Employees

According to various studies, employee participation in the development of performance measures can increase job performance. This study focuses on how this job performance elevation occurs. We hypothesize that when employees have participated in the development of performance measures, they perceive these measures to be of higher quality, which in turn elevates their attitudes toward, perceived social norms for, and perceived control over performing well in their jobs. Based on the theory of planned behavior, the latter three factors are hypothesized to increase job performance. Survey data from 95 employees as well as 88 of their managers were analyzed using structural equation modeling. Employee participation in developing performance measures is found to be related to job performance, via perceived measurement quality and employees’ perceived control over performing well. We discuss the practical and theoretical implications of these findings, including the limitations of this study's design, and sketch a number of future research paths in this area. © 2015 Wiley Periodicals, Inc.