企业战略业绩评价指标体系研究

构建企业战略业绩评价指标体系的现实作用在于强化企业战略管理,实现企业的战略目标。借助平衡记分卡的思想初步探讨企业战略业绩评价指标体系的基本框架,论述业绩评价指标的两个权变因素有利于实现企业管理的战略目标。     

A cross-cultural meta-analysis of how leader emotional intelligence influences subordinate task performance and organizational citizenship behavior

Global human resource managers need to understand which personality characteristics contribute to leadership effectiveness in different cultures for both selection and training purposes. This meta-analysis demonstrates that leaders’ emotional intelligence (EI) demonstrates incremental validity and relative weight in predicting subordinates’ task performance and organizational citizenship behavior (OCB) after controlling for the Big Five and cognitive ability. The relationship between leaders’ EI and subordinates’ task performance is stronger in collectivistic, feminine, and high uncertainty avoidance cultures. The relationship between leaders’ EI and subordinates’ OCB is stronger in high power distance, collectivistic, feminine, high uncertainty avoidance, long-term oriented, and restraint cultures.     

领导社交媒介自我表露、领导可信度与上下级关系:内隐领导原型匹配的权变作用

社交媒介自我表露是一种具体的社交媒介使用行为,对现代人的工作和生活都产生了不可忽视的影响。在工作情境中,领导的社交媒介自我表露尤其容易引起员工的高度关注。然而,领导的社交媒介自我表露对其在组织中的上下级关系将会产生何种影响有待深入探讨。鉴于此,基于社会信息加工理论和内隐领导理论,本文提出领导社交媒介自我表露的影响效应取决于内隐领导原型匹配的程度。当员工认为领导与其心目中内隐领导原型匹配程度高时,领导的社交媒介自我表露能够提升员工对领导的可信度感知,从而促进上下级关系,而当领导与员工心目中的内隐领导原型匹配程度低时,上述影响效果会减弱。通过对204份企业领导-下属配对问卷调查数据进行分析,本研究提出的被中介的调节模型得到支持。本研究的发现有利于深入认识组织中社交媒介自我表露的有效性,启发了领导需要考虑下属对表露解读的能动性,从而更合理地利用社交媒介平台进行自我表露,促进上下级关系良性发展。     

Measuring performance during crises and beyond: The Performance Promoter Score

Many organizations are curtailing or even abandoning performance management because of difficulties measuring performance and disruptions in performance-based pay due to the COVID-19 crisis. Contrary to this growing and troubling trend, we argue that it is especially important during the crisis to not only continue but also strengthen performance management to communicate a firm’s strategic direction, collect valuable business data, provide critical feedback to individuals and workgroups, protect organizations from legal risks, and retain top talent. To do so, we offer a solution to overcome the challenges associated with measuring performance during a crisis. Specifically, we extend and expand upon the well-established Net Promoter Score measure in marketing and introduce the Performance Promoter Score (PPS) to measure performance. We offer evidence-based recommendations for collecting PPS information for individuals, workgroups, and other collectives, computing a Net Performance Promoter Score (NPPS); using multiple sources of performance data, and using PPS for administrative and developmental purposes as well as to provide more frequent performance check-ins. PPS is a convenient, practical, relevant, and useful performance measure during a crisis such as the COVID-19 pandemic, but it is also an innovation that will be useful long after the pandemic is over.     

Virtual interviews vs. LinkedIn profiles: Effects on human resource managers’ initial hiring decisions

This study examined how human resource (HR) managers' assessments of a job candidate's performance in the first virtual interview and his/her LinkedIn profile affect their hiring decisions. Using field data with 44 HR managers' assessments of 400 job candidates' virtual interview performance (Time 1) and their LinkedIn profiles (Time 2), regression analyses reveal that managers' hiring decisions in Time 1 (before checking LinkedIn) is positively affected by interpersonal competence and leadership potential but negatively affected by virtual presence. Virtual presence reduces interpersonal competence's but strengthens leadership potential's positive effects on hiring decisions in Time 1. Having a LinkedIn profile could change managers' decisions. Their hiring decisions in Time 2 become stronger for candidates with a higher overall rating on their LinkedIn profiles but weaker for those with more spelling/grammatical errors. Such findings add to the relevant literature and provide meaningful implications for HR managers and job candidates.     

公立高校科研奖励过度问题研究——知识发展流程视角

从70所公立样本高校 “科研奖励办法”政策文本内容及其7类16种奖项共计651频次计量结果发现：科研成果尤其是学术论文是奖励对象的重点；奖励对象多少与样本高校类型和层次呈反方向变化；各类型高校对ESI高被引论文等特别是教学型高校对各个等级科研项目存在严重的重复奖；科研项目奖励金额大小与高校类型和层次也呈反方向变化，一些教学型高校对各级科研项目奖励金额往往存在大于或等于科研项目经费本身等极不合理的现象。公立高校的科研奖励和奖励过度违背科研劳动及知识发展流程理论。最后提出对策：提高保健层，试行年薪制；保障基本承认层，提高声誉奖；完善和规范提高层与特别奖励层。     

Money,Land or self-employment? Understanding preference heterogeneity in landowners’ choices for compensation under land acquisition in India

Land acquisition policies, upon which future land use patterns in India depend, are controversially tied to the question of whether to provide monetary or non-monetary compensation to affected landowners. However, turning to the preferences of landowners for answers only serves to complicate matters, as these are not homogenous on the question. This implies there is a need to identify the underlying factors giving rise to this preference heterogeneity, in order to develop more effective and efficient policy. This paper aims to address this gap using a contingent ranking experiment to study landowner disposition toward a range of compensation options, presented in a survey conducted in an ‘about-to-be-submerged’ region of a large, multi-stage irrigation project in India. Rankings were based on a selection of six compensation options, constituting different combinations of the attributes - cash, land, housing and self-employment. While the results suggest that landowners generally prefer non-monetary compensation, both the size of landholding and level of education of the landholder appear to influence the preferences for different compensation options. We find that landowners with more land or education tended to favour monetary compensation, while those with lower education or less land tended to favour housing and self-employment options. We close the text by exploring possible explanations for this specific form of heterogeneity, including access to information, to networks and capacities for income generation, and providing some reflections on the implications of these results for ensuring that rehabilitation and resettlement policies are both well targeted and effective.     

Know thyself: Leading through the core of you in times of turbulence

The paper describes how leaders behave and react in unprecedented times when a professional service firm has been severely affected by the COVID-19 pandemic. Firsthand data were gathered through interviews, observations, and participation based on direct interaction with leaders and employees. The concept of leadership anatomy is used to describe, discuss, and critique leadership behavior. It signifies the different parts of a human body equipped with sensory ability. The study reveals that in times of crisis, leaders tend to draw on the core of who they are through compassion rather than conventional wisdom in decision making and problem solving. The search for what truly matters helps leaders to reinterpret the ethos of the firm and what they stand for as leaders in their sensemaking of chaos. A deeper reflection of their personal values and beliefs gives them the courage to acknowledge their vulnerability and start seeing the value in others.     

Will AI ever sit at the C-suite table? The future of senior leadership

As the sophistication of artificial intelligence (AI) systems develop and AI becomes a key element of organizational strategy across a wide spectrum of industries, new demands are being placed on senior leaders. To understand the growing challenges leaders will face in the age of AI, we conducted interviews with 33 senior leaders in several countries across a wide range of industries. Our research highlights key capabilities and skills that leaders will require. Underlying these capabilities is a mindset oriented toward continuous learning and self-development, which will enable ongoing and rapid adaptation to change. Our findings identified the following key capabilities: digital know-how, data-driven focus, networking, ethics, and agility. To successfully navigate the coming era, senior leaders will need to focus on reskilling the workforce, recruiting and retaining highly skilled talent, building an intrapreneurial culture, and managing unprecedented changes in technologies and the nature of work.