领导行为的马太效应：领导组织化身的调节作用

文章就组织行为领域领导行为的马太效应及领导组织化身的调节作用进行了具体理论分析和实证检验。以510名企事业单位员工为样本,探讨了领导行为的马太效应及其具体作用机制。研究发现：变革型领导(正性领导）行为对员工工作绩效具有积极效应,辱虐领导（负性领导）行为对员工工作绩效具有消极效应,两类领导行为均通过情感组织承诺的中介效应对工作绩效产生影响;同时,领导组织化身（SOE）在两类领导行为与情感组织承诺之间起着显著调节作用,使得领导行为的马太效应进一步凸显和放大。这表明了在管理实践中领导行为具有特殊重要性,应注意汲取其有益影响、克服其负面效应,并充分利用员工领导组织化身认知的调节作用大力提升领导行为的有效性。     

火电厂集控绩效管理体系建设与应用

为加快推动能源生产和消费革命,进一步提升煤电高效清洁发展水平,推行更严格能效环保标准,火电企业不仅要从设备治理和改造入手,还要在优化运行调整方面实现进一步挖潜增效,其手段就是强化管理,向管理要效益。建立运行人员绩效管理体系,实现对集控运行人员规范化、标准化、数据化综合评价的管理模式,激发集控运行人员的内在潜能,提高责任心和责任意识,规范员工的作业行为,通过激励员工努力提升运行操作技能水平,在优化调整上达到降本增效的根本目的。     

基于Truetime工具箱的网络控制系统的仿真研究

网络控制系统(NCS)是目前网络和通信领域的研究热点,由于网络的引入,网络控制系统的仿真研究存在一定的难度。本文首先给出了NCS的定义,介绍了网络控制系统的研究现状,以及现有的网络控制系统的仿真软件,并重点介绍了Truetime工具箱。应用MATLAB和Truetime工具箱为基础,以一个三回路的网络控制系统为实例建立了Truetime仿真模型,通过仿真数据分析,验证了基于Truetime工具箱的网络控制系统模型的有效性。网络控制系统的推行,能够有效地减少人工错误,为用户节省大量时间。     

浅析上市公司管理层股权激励类型及其对企业绩效的影响

管理层股权激励已经在各国的管理实践中得到广泛的运用,企业委托人为了解决与代理人之间的矛盾,对管理层采取了这种长期激励的方式。同时,管理层股权激励的效用可以用企业绩效来测度,因此,管理层股权激励应与企业绩效挂钩。本文分析了上市公司中的股权激励类型及优缺点,并对各种股权激励模式对企业绩效所产生的影响进行了研究。     

低温环境下的电动汽车性能影响研究

对比常温和低温两种外部环境条件下温度对电动汽车性能的影响,找出适合本地化的电动汽车电池温度控制方式,有利于降低生产成本。     

超临界350MW电厂四大管道国产化应用分析

目前超临界机组四大管道采用进口产品带来的一系列问题,如价格昂贵,采购周期长,管道制造过程质量无法监督控制,造成电厂基建费用增加,建设周期长,现场安装前检验发现诸多质量缺陷等。通过对国内钢厂所生产的四大管道化学成分、性能指标分析及调研已应用国产化四大管道情况,为某350MW电厂机组四大管道国产化提出建议。     

Bringing Political Skill into Social Networks: Findings from a Field Study of Entrepreneurs

The authors integrate the entrepreneurship literature's sociological and behavioural perspectives and examine the processes through which entrepreneurs first build social networks and then use the network resources for enhancing venture performance. Field interviews of entrepreneurs during a six‐month period reveal that political skill is an important individual‐level factor that influences the construction and use of social networks. Theoretical and practical implications of the major findings are discussed.     

Let the evidence speak again! Financial incentives are more effective than we thought

In this essay, the authors rejoin the debate about financial incentive effectiveness. They (a) briefly review the state of the literature in 1998, (b) highlight new meta‐analytic findings and update conclusions regarding the financial incentives–performance relationship, (c) address the myth that financial incentives erode intrinsic motivation, (d) provide explanations for the presumed failure of financial incentives and (e) offer some concluding thoughts and suggestions for future research.     

Experience Matters? The Impact of Prior CEO Experience on Firm Performance

We sample CEOs of the 2005 S&P 500 corporations to look at the relationship between experience in the CEO position of a different firm and the post‐succession financial performance of the firm that they currently lead. We find that experience in the CEO position is negatively related to firm performance. CEOs who directly move to their current CEO position from the previous one and those with job‐specific experience in the same or related industry or at the helm of a previous company similar in size to the current one are associated with significantly lower post‐succession performance than those without prior CEO experience. The results contribute to the literatures on CEO succession, the performance effect of job‐specific experience, and the transferability of human capital. © 2014 Wiley Periodicals, Inc.     

Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management

This study examines the effectiveness of the feedforward interview for improving the job performance of employees relative to a traditional performance appraisal interview in a business equipment firm. Managers (n = 25) were randomly assigned to one of two conditions. Employees (n = 70) who engaged in a feedforward interview with their manager were observed by an anonymous peer to perform significantly better on the job four months later than employees (n = 75) who received the company's traditional performance appraisal interview. The finding that the feedforward intervention increased performance relative to the performance appraisal indicates that the effect is a relatively enduring one. The results suggest that the feedforward interview should prove useful for human resource managers who are searching for ways to increase the performance of their organization's human resources over and above the traditional performance appraisal. © 2014 Wiley Periodicals, Inc.