利用绩效考评激励员工的研究

针对如何对员工的行为和行动作出公道、合理且令员工信服的评价,并给予相应的激励措施,介绍了绩效管理方法,主要包括绩效考评的内容和方法、绩效考评与员工激励的关系以及怎样使绩效考评发挥良好的激励效果。     

领导成员交换对主管评估行为的影响研究

近年来,评估者行为成为绩效评估研究领域的新焦点,它会受到自身动机/ 特征、受评者特征、评估者与受评者二元关系、组织评估制度等多方面因素的影响。本文设定主管为评估者,选择评估者与受评者二元关系中的领导成员交换（LMX）作为主要研究变量,探究LMX 与主管评估行为之间的关系。通过231 份有效问卷数据统计结果发现,LMX 显著正向影响主管宽大评估行为,LMX 水平越高,评估结果越趋向宽大;反之LMX 显著负向影响主管准确评估行为,LMX 水平越低,评估结果越趋向准确。在研究中引入管理性评估目的作为调节变量,当处于低情境下的绩效评估管理性目的时,LMX 对主管评估行为影响与主效应保持一致,但处于高情境下的绩效评估管理目的时,无论LMX 水平高低与否,主管都会趋向采取准确评估行为。     

Wage and Performance Appraisal Systems in Flux: A Japan–United States Comparison

Unionized Japanese and American firms made changes in their wage and performance appraisal systems during the 1990s that were inspired by features of each others' traditional employment systems. Although Japanese firms made greater changes in the wage–setting process compared to American firms, outcomes in Japan changed little. Even with these changes, the wage and performance appraisal systems in the two countries retain distinctive characteristics. In the American firms'"segregation" between white– and blue–collar employees and high– and low–performers remains a feature of wage and performance appraisal systems; the Japanese system maintained its characteristic "integrated" form, but underwent moderate modifications.     

Performance Appraisal Systems: Determinants and Change

Using establishment data from the Australian Workplace Industrial Relations Survey, this paper estimates the determinants of performance appraisal systems. The results indicate that performance appraisal is associated with workers having shorter expected tenure and greater influence over productivity. We argue these results reflect those circumstances in which the net benefits of performance appraisal are likely to be greatest. The results also show that complementary human resource management practices, such as formal training and incentive pay, are associated with an increased likelihood of performance appraisal, but that union density is associated with a reduced likelihood of performance appraisal.     

Systems Model of the Performance Appraisal Interview Process

A model of the performance appraisal interview, adapted from open systems theory, is proposed. The linkages within the model are examined and examples of hypotheses regarding the patterns of relationships which can be generated from this systems perspective are provided. The open systems framework is useful for examining the performance appraisal interview process because it integrates past models and research, generates issues and ideas for future research, and provides a multivariate perspective.     

并购业绩承诺、资产评估机构声誉与标的资产溢价——基于沪深A股上市公司的经验数据

本文以2009~2019年沪深A股市场发生重大资产重组交易的上市公司为样本,研究业绩承诺对标的资产溢价的影响,并考察资产评估机构声誉对二者关系的调节作用。研究结果表明,并购双方签订业绩承诺会使得标的资产溢价显著提高;业绩承诺激进程度越高,标的资产溢价也越高;且与单向业绩承诺相比,双向业绩承诺对标的资产溢价的作用更加明显。进一步研究发现,资产评估机构声誉能够弱化业绩承诺与标的资产溢价之间的关联关系,即资产评估机构声誉越高,业绩承诺与标的资产溢价之间的负向关系越强。     

From annual ritual to daily routine: continuous performance management and its consequences for employment security

Management control in the workplace ultimately rests on the power to dismiss employees who are deemed to be underperforming. This article examines a more recent trend away from annual appraisal and towards continual monitoring and review. Based on a study of specialist proprietary performance management (PM) software packages and interviews with the consultants who market them, the contention is that these developments are driven by the need to control dismissal. In the case of the UK, we argue that the adoption of PM systems needs to be understood as a means of ‘retiring’ older workers who might otherwise remain in employment. The systems studied here draw on a range of data, allowing managers considerable discretion in how this evidence is used. Specifically, by dispensing with explicit ranking methods, these systems suggest a new employer confidence in the use of subjective evidence.     

Can systems integration lead to improved performance? The role of strategic alliances

Despite growing research attention to systemic products and systems integration, there is still a dearth of research on the performance benefits that firms can attain from increased systems integration capabilities. We address this research gap using a longitudinal sample of 245 first-tier automotive suppliers and find that an increased systems integration capability positively affects financial performance. By considering the crucial role of manufacturing alliances, we also find evidence that vertical alliances with buyers positively moderate the relationship between systems integration capabilities and performance, while horizontal alliances have a negative moderating effect. These results contribute to the dynamic capabilities literature by providing empirical evidence that systems integration capability is a relevant predictor of firm performance, and expands the current understanding of how system manufacturers should manage their business-to-business (B2B) relationships.     

论绩效考核指标体系设计

绩效考核是企业管理的一项重要工作。由于绩效考核多因、多维、动态等特点及考核者的情感因素,绩效考核未能取得令人满意的效果。在上述诸多因素中,指标评价体系设计不科学是一个重要原因。介绍了绩效考核指标体系及其设计原则,在对企业绩效考核指标体系设计案例研究的基础上,分析了企业绩效考核指标及其体系设计的相关理论,并运用平衡计分卡理论从财务、顾客导向、内部流程和学习与发展4个维度设计了绩效考核的指标、权重及考核体系。     

建设绩效考评体系 提高税式支出效益

面对纷繁复杂的税式支出,如何避免税式支出的滥用,堵塞税收流失的漏洞,进行科学有效地管理和监督,以充分发挥税式支出的引导和激励作用,切实提高税式支出效益,已成为政府和社会各界共同关注的问题。在对税式支出绩效考评体系的基本理念、实施流程和建设效益进行综合分析的基础上,论证了建设科学、合理、有效的税式支出绩效考评体系是提高税式支出效益的必要举措这一科学论断。     

The Determinants of Performance Appraisal Systems: A Note (Do Brown and Heywood's Results for Australia Hold Up for Britain?)

This article offers a replication for Britain of Brown and Heywood's analysis of the determinants of performance appraisal in Australia. Although there are some important limiting differences between our two datasets — the Australia Workplace Industrial Relations Survey (AWIRS) and the Workplace Employment Relations Survey (WERS) — we reach one central point of agreement and one intriguing shared insight. First, performance appraisal is negatively associated with tenure: where employers cannot rely on the carrot of deferred pay or the stick of dismissal to motivate workers, they will tend to rely more on monitoring, ceteris paribus. Second, employer monitoring and performance pay may be complementary. However, consonant with the disparate results from the wider literature, there is more modest agreement on the contribution of specific human resource management practices, and still less on the role of job control.     

监理人员绩效考核的信度与效度分析

监理企业作为一种有偿性技术服务行业,其向市场提供服务的价值载体-一监理人员对监理项目的成败及企业口碑、品牌的打造都有着重要的意义.建立一套完善的监理人员绩效考核体系,并有效地贯彻执行该体系已成为很多监理企业的迫切诉求.基于对监理人员进行绩效考核的重要性和考核过程中大量不确定因素的存在,对监理人员绩效考核的信度和效度验证分析方法进行了研究,提出了离散程度分析和评价主体一致、有效性分析的信度检验方法,以及兼顾绩效考核内容与结构两方面的效度分析方法.该研究成果因其简单、实用且可操作性强的特点,将对监理企业的人事管理工作具有很强的指导意义.     

Counterpoising Collectivism: Performance-related Pay and Industrial Relations in Greenfield Sites

This paper addresses some of the industrial relations ramifications of performance-related pay (PRP) using empirical data from both new and longer established firms in the Republic of Ireland. Particular emphasis is placed on the adoption of PRP systems based on performance appraisal and the implications of such systems for collectivism in industrial relations. The paper concludes that the diffusion of such systems is indicative of increasing employer attempts to individualize the employment relationship and exclude union penetration. It is further argued that such PRP systems, irrespective of the motivation for their establishment, undermine the essence of collectivism and solidarity in industrial relations.     

Research notes and communications co-ordinating mechanisms,consensus between marketing and manufacturing groups,and marketplace performance

This exploratory study investigated the relationship among use of various co-ordinating mechanisms, degree of consensus between marketing and manufacturing groups, and marketplace performance reputation. Consensus between marketing and manufacturing groups on key competitive strengths, company goals, and implementation actions was measured in 15 firms in the carpet industry. Those firms which made more frequent use of planning techniques (formal forecasting procedures, management-by-objectives linked to performance appraisal, and a written strategic plan) experienced higher levels of interdepartmental consensus. Consensus between departments was strongly related to marketplace performance reputation.     

Performance of Global New Product Development Programs: A Resource-Based View

Gaining a competitive edge in today's turbulent business environment calls for a commitment by firms to two highly interrelated strategies: globalization and new product development (NPD). Although much research has focused on how companies achieve NPD success, little of this deals with NPD in the global setting. The authors use resource‐based theory (RBT)—a model emphasizing the resources and capabilities of the firm as primary determinants of competitive advantage—to explain how companies involved in international NPD realize superior performance. The capabilities RBT model is used to test how firms achieve superior performance by deploying organizational capabilities to take advantage of key organizational resources relevant for developing new products for global markets. Specifically, the study evaluates (1) organizational NPD resources (i.e., the firm's global innovation culture, attitude to resource commitment, top‐management involvement, and NPD process formality); (2) NPD process capabilities or routines for identifying and exploiting new product opportunities (i.e., global knowledge integration, NPD homework activities, and launch preparation); and (3) global NPD program performance. Based on data from 387 global NPD programs (North America and Europe, business‐to‐business), a structural model testing for the hypothesized mediation effects of NPD process capabilities on organizational NPD resources was largely supported. The findings indicate that all four resources considered relevant for effective deployment of global NPD process capabilities play a significant role. Specifically, a positive attitude toward resource commitment as well as NPD process formality is essential for the effective deployment of the three NPD process routines linked to achieving superior global NPD program performance; a strong global innovation culture is needed for ensuring effective global knowledge integration; and top‐management involvement plays a key role in deploying both knowledge integration and launch preparation. Of the three NPD process capabilities, global knowledge integration is the most important, whereas homework and launch preparation also play a significant role in bringing about global NPD program success. Tests for partial mediation suggest that too much process formality may be negative and that top‐management involvement requires careful focus.     

A Further Examination of Appraisal Data and the Potential Bias in Real Estate Return Indexes

Recent articles by Giliberto [2] and Geltner [1] examine the biases inherent in the use of appraisal data in real estate performance measurement. This note takes another look at the direction and magnitude of any bias in holding period returns. Using appraisal data from a commingled real estate fund, we show that in actual application the size of the holding period return bias can be quite small and this bias may have no appreciable effect on real estate return indexes.     

Organizational culture and partner interaction in the management of international joint ventures in India

Different from previous research that focused on the formation phase of partnering processes in joint ventures, this study focuses on the post-formation phase and argues that partner interaction processes of communication, cooperation, and conflict resolution play a key role in the implementation and management of joint ventures. We examine how organizational culture differences (OCD) and integration acculturation strategy (IAS) affect international joint venture (IJV) performance through the mediation of partner interaction processes. We develop hypotheses and test them by survey data from 202 executives of IJVs in India. The results suggest that the interaction processes fully mediate the negative effect of OCD but partially mediate the positive effect of IAS on partners?? satisfaction with the joint venture performance. We discuss the implication of these findings for research and practice on post-formation management of IJVs.     

Analyzing the impact of user-generated content on B2B Firms' stock performance: Big data analysis with machine learning methods

Marketing scholars are interested in the big data of user-generated content (UGC) from social media platforms. However, the majority of current UGC studies have been conducted in the business-to-consumer (B2C) context. To fill the knowledge gap in business-to-business (B2B) research, we investigate whether UGC has differential impacts on stock performance for B2B and B2C firms by using big data. We collect a large dataset of 84 million tweets from 20.3 million Twitter accounts and 8 years of stock data for 407 companies from the S&P500 index. The results from machine learning methods are transformed into a monthly panel data. We conduct fixed effects model on the panel data. We find that UGC has a significant impact on firms' stock performance and that its impact on stock performance is much stronger among B2C firms than among B2B firms. While consumers' positive sentiment does not play a significant role in stock performance, consumers' negative sentiment and WOM significantly impact stock prices.     

中国上市公司经理层治理评价与实证研究

本文在对国内外经理层治理评价研究进行述评的基础上,构建了中国公司经理层治理评价系统,并对中国上市公司经理层的治理状况进行了指数化评价。评价结果显示,经理层治理状况总体偏低,且行业间和各主、子因素指数间的得分有较大差异。通过对经理层治理评价指数与公司绩效关系的实证分析发现,经理层治理水平的提高,有利于改善企业的绩效。最后,我们提出了完善中国上市公司经理层治理的一些建议。     

Effects of correlation on intermittent demand forecasting and stock control

This study investigates the effects of three different types of correlation on forecasting and stock control of intermittent demand items. Applying appropriate forecasting and stock control methods to theoretically generated compound Poisson demand data we show that correlation in intermittent demand does play a role in forecast quality and stock control performance. Negative autocorrelation levels lead to higher service levels than positive values, while cost does not significantly change. Our results also show that high intermittency levels intensify these changes in service level. We also show that cross-correlation produces results in the opposite direction of autocorrelation in size or intervals; that is, positive (negative) cross-correlation leads to higher (lower) service levels.