【摘要】：互聯(lián)網(wǎng)時代去中心化、分布式和零距離等自身及衍生特性對傳統(tǒng)的組織結(jié)構(gòu)和管理模式產(chǎn)生了顛覆性的影響。面對瞬息萬變的市場環(huán)境,傳統(tǒng)大型企業(yè)組織臃腫、反應(yīng)遲緩、效率低下等“大企業(yè)病”的弊端日益顯現(xiàn),傳統(tǒng)的科層制的組織形式和管理模式嚴(yán)重阻礙了企業(yè)的發(fā)展,甚至可能讓企業(yè)遭受毀滅性打擊,傳統(tǒng)大型企業(yè)面臨前所未有的競爭和挑戰(zhàn)。傳統(tǒng)大型企業(yè)感到高度的危機(jī)感,紛紛尋求變革。海爾作為國內(nèi)傳統(tǒng)大型企業(yè)的代表,積極進(jìn)行管理創(chuàng)新探索,進(jìn)行組織變革,轉(zhuǎn)型為平臺型企業(yè),海爾內(nèi)部拆分為成百個小微公司。海爾迫切需要構(gòu)建一套科學(xué)的、與轉(zhuǎn)型組織相匹配的績效考核體系,既能充分發(fā)揮各小微公司的主動性、靈活性,又不會導(dǎo)致企業(yè)整體失控,在中央控制與小微公司靈活性之間取得平衡,使海爾內(nèi)部活而不亂,從而跟上時代的步伐,實(shí)現(xiàn)企業(yè)可持續(xù)性發(fā)展。本文以互聯(lián)網(wǎng)時代企業(yè)組織變革為背景,以海爾小微公司為研究對象,對關(guān)于互聯(lián)網(wǎng)時代組織變革和績效考核的國內(nèi)外研究文獻(xiàn)進(jìn)行了整理,并對互聯(lián)網(wǎng)、企業(yè)組織相關(guān)理論、績效考核相關(guān)工具和方法進(jìn)行了梳理和借鑒,懫用理論研究與實(shí)證研究相結(jié)合的研究方法,分析了互聯(lián)網(wǎng)時代組織變革對績效考核提出的新挑戰(zhàn)和新要求。在深入分析海爾組織變革中原績效考核體系存在的問題以及暴露的新矛盾的基礎(chǔ)上,指出海爾小微公司績效考核體系改革的方向和重點(diǎn),借助現(xiàn)代績效考核管理理論和方法,結(jié)合互聯(lián)網(wǎng)時代新興起的績效管理工具,建立起一套與組織變革需要相匹配,科學(xué)、合理、有效的小微公司績效考核體系。以小微公司對賭契約為前提,采用創(chuàng)新性的簡單、易操作的二維點(diǎn)陣績效考核工具,對績效考核的目標(biāo)、指標(biāo)體系、評價標(biāo)準(zhǔn)、考核流程等進(jìn)行了全新的設(shè)計,輔以相應(yīng)的配套機(jī)制建設(shè),包括激勵機(jī)制、薪酬機(jī)制、晉升退出機(jī)制和培訓(xùn)機(jī)制等,改善現(xiàn)有績效考核體系的不足,解決企業(yè)因變革存在的績效考核問題。從而有效激發(fā)小微的主動性和活力,使企業(yè)具有快速應(yīng)變的能力,同時又為集團(tuán)對小微公司的管理提供科學(xué)的決策依據(jù),保證了海爾對小微公司的有效控制,實(shí)現(xiàn)海爾內(nèi)部活而不亂,解決了海爾效率與控制的平衡問題,促進(jìn)了組織變革的成功,推動海爾實(shí)現(xiàn)可持續(xù)發(fā)展。本文研究具有重要意義。面對新時代的挑戰(zhàn),傳統(tǒng)的績效考核管理思想和管理工具已無法有效解決新時代組織變革中的大型企業(yè)的問題,海爾率先基于組織變革對小微公司的績效考核體系進(jìn)行構(gòu)建是全新的理論和實(shí)踐的探索和嘗試。變革創(chuàng)新是時代迭進(jìn)的永恒推動力,從某種意義上說,海爾所進(jìn)行的管理變革探索不是“獨(dú)角戲”,而是時代巨變下中國傳統(tǒng)企業(yè)的集體訴求。因此,這既是中國傳統(tǒng)大型企業(yè)探索互聯(lián)網(wǎng)時代的績效考核管理新模式的實(shí)踐縮影,也為積極尋求類似變革的企業(yè)提供有益借鑒�；诖�,互聯(lián)網(wǎng)時代基于企業(yè)組織變革的海爾小微公司績效考核體系構(gòu)建研究具有重要的意義和價值。
[Abstract]:In the Internet age, decentralization, distribution, zero distance and other self-derived characteristics have had a subversive impact on the traditional organizational structure and management model. In the face of the rapidly changing market environment, the traditional large-scale enterprise organization bloated, slow response, inefficient and other "big enterprise disease" drawbacks are increasingly apparent, the traditional hierarchical group. As a representative of the traditional large-scale enterprises in China, Haier actively explores the management innovation and carries out the reform. Haier urgently needs to construct a scientific performance appraisal system which matches the transformation organization. It can not only give full play to the initiative and flexibility of the small and micro companies, but also can not lead to the overall out of control of the enterprise. In order to keep up with the pace of the times and realize sustainable development of enterprises, this paper takes Haier Small and Micro Company as the research object, sorts out the domestic and foreign research literature on organizational change and performance appraisal in the Internet age, and makes the Internet as the background. This paper combs and draws lessons from the related theories of enterprise organization, the tools and methods of performance appraisal, and analyzes the new challenges and requirements of performance appraisal brought about by organizational change in the Internet era by using the method of combining theoretical research with empirical research. Based on the exposed new contradictions, this paper points out the direction and emphasis of the performance appraisal system reform of Haier Micro Company. With the help of modern performance appraisal management theory and methods, and with the new performance management tools emerging in the Internet era, a scientific, reasonable and effective performance appraisal system for Haier Micro Company is established. Based on the premise of small and micro companies'betting contracts and adopting innovative, simple and easy-to-operate two-dimensional lattice performance appraisal tools, a brand-new design of performance appraisal objectives, index system, evaluation criteria, appraisal process is carried out, supplemented by corresponding supporting mechanism construction, including incentive mechanism, compensation mechanism, promotion and exit mechanism and training mechanism. To improve the deficiencies of the existing performance appraisal system and solve the problems of performance appraisal existing in the enterprises due to the changes, so as to effectively stimulate the small initiative and vitality, so that enterprises have the ability to respond quickly, while providing a scientific decision-making basis for the management of small and micro companies, to ensure the effective control of Haier to small and micro companies, to achieve the sea. This study is of great significance. Faced with the challenges of the new era, the traditional performance appraisal management ideas and tools have been unable to effectively solve the new era of organizational change in large enterprises. Haier took the lead in constructing the performance appraisal system of small and micro companies based on organizational change, which is a new exploration and attempt in theory and practice.Innovation and change are the Eternal Impetus of the times.In a sense, Haier's exploration of management change is not a "one-sided play", but a Chinese traditional enterprise under the great changes of the times. Therefore, this is not only the practice epitome of the traditional Chinese large-scale enterprises exploring the new mode of performance appraisal management in the Internet era, but also provides useful reference for enterprises actively seeking similar changes. Righteousness and value.
【學(xué)位授予單位】：西南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.5;F426.6

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