本文選題：知識型員工　切入點(diǎn)：績效管理機(jī)制　出處：《首都經(jīng)濟(jì)貿(mào)易大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：中國國內(nèi)生產(chǎn)總值的增速自2012年以來開始回落,過去30多年平均10%左右的高速增長不復(fù)重來,經(jīng)濟(jì)增長階段發(fā)生根本性轉(zhuǎn)換,經(jīng)濟(jì)發(fā)展進(jìn)入“新常態(tài)”,增長動力由要素驅(qū)動投資驅(qū)動轉(zhuǎn)向創(chuàng)新驅(qū)動,進(jìn)入“增長速度換擋期、結(jié)構(gòu)調(diào)整陣痛期、前期刺激政策消化期”的“三期疊加”時期。面對經(jīng)濟(jì)發(fā)展的新特征,黨中央、國務(wù)院實(shí)施創(chuàng)新驅(qū)動發(fā)展戰(zhàn)略,最根本就是要增強(qiáng)自主創(chuàng)新能力,創(chuàng)新的事業(yè)需要創(chuàng)新的人才,知識就是力量,人才就是未來。在這樣的背景下,從事創(chuàng)新工作的知識型員工成為提高企業(yè)效益、推動經(jīng)濟(jì)發(fā)展、促進(jìn)社會進(jìn)步的中堅力量。對于知識型員工,如何建立以干事創(chuàng)業(yè)為導(dǎo)向的人才評價考核機(jī)制,是困擾廣大企業(yè)的難點(diǎn)問題�，F(xiàn)有研究成果存在兩個方面的局限:一是沒有針對知識型員工群體的特點(diǎn)提出針對性的績效考評以及績效管理機(jī)制設(shè)計的思路與實(shí)施方案;二是上述思路的關(guān)鍵都是通過將考評權(quán)力合理地配置給某個個人權(quán)威,以此提高被考評者的認(rèn)同程度,但是對于如何將考評主體從個人權(quán)威過渡到組織權(quán)威,建立一套在組織內(nèi)部被廣大知識型員工認(rèn)同的績效標(biāo)準(zhǔn)和績效管理流程,現(xiàn)有研究并沒有提及。因此,本文的研究內(nèi)容聚焦如何建立一套能夠準(zhǔn)確衡量知識型員工價值與貢獻(xiàn)的績效考評機(jī)制上。本文需要解決的關(guān)鍵問題有三:首先,本文如實(shí)還原H公司實(shí)施IPD項(xiàng)目的過程,為此本文擬從H公司內(nèi)部資料、側(cè)面研究及報道、外部咨詢團(tuán)隊(duì)的咨詢材料三個方面入手,形成證據(jù)三角鏈,客觀地說明H公司如何逐步構(gòu)建知識性員工績效管理機(jī)制。同時本文還將分析該機(jī)制逐步發(fā)展的歷程和關(guān)鍵階段。第二,本文擬分析該機(jī)制能夠有效評價知識型員工的內(nèi)在機(jī)理。第三,本文將分析該機(jī)制建立的關(guān)鍵條件和情境因素,包括領(lǐng)導(dǎo)支持、流程梳理、知識管理、系統(tǒng)支撐、薪酬分配以及資源分配等配套措施,將H公司的方法論顯性化、結(jié)構(gòu)化。本文選擇了案例研究的方式,還原了H公司實(shí)施IPD項(xiàng)目的過程,研究發(fā)現(xiàn):建立知識型員工績效考評機(jī)制的基本思路,是通過組織權(quán)威代替?zhèn)�人權(quán)威評價員工的價值。構(gòu)建組織權(quán)威的方式和步驟:一是將業(yè)務(wù)流程進(jìn)行標(biāo)準(zhǔn)化的細(xì)分;二是建立知識管理的機(jī)制,將完成標(biāo)準(zhǔn)化活動的知識,技能以及質(zhì)量標(biāo)準(zhǔn)沉淀為組織知識;三是以專家沉淀的組織知識為依據(jù),衡量員工的行為績效,并據(jù)此開展薪酬分配,資源配置等工作。H公司績效管理的內(nèi)在機(jī)制,在于建立了一套基于內(nèi)部專家共享知識的業(yè)績指標(biāo)體系,這是有別于個體權(quán)威的組織權(quán)威,因此具有更為廣泛和長期的影響力,能夠促進(jìn)員工形成穩(wěn)定的行為預(yù)期,進(jìn)而引導(dǎo)員工做出類似的行為選擇,在此基礎(chǔ)上,一套共享的員工行為模式和組織文化就逐步形成了。這是H公司績效管理機(jī)制有別于傳統(tǒng)績效管理機(jī)制的根本差別。本章進(jìn)一步分析了H公司實(shí)施IPD項(xiàng)目的過程,發(fā)現(xiàn)這套績效管理機(jī)制的實(shí)施,需要大量的情境因素和前提條件。本質(zhì)上來說,這套績效管理機(jī)制的建立是一套全流程的、自上而下的管理改革,因此,公司高層領(lǐng)導(dǎo)的全力支持,是建立這條機(jī)制的基本前提。在領(lǐng)導(dǎo)支持的前提下,需要全方面并且細(xì)致地梳理、分解業(yè)務(wù)流程。此外還需要建立一套知識管理的系統(tǒng),實(shí)現(xiàn)個體知識向組織知識的順利轉(zhuǎn)化。最后,通過資源配置的體系,引導(dǎo)符合企業(yè)導(dǎo)向的行為模式,形成良性循環(huán)。本文的實(shí)踐意義在于通過還原H公司對知識型員工績效考評機(jī)制的建立過程,分析知識型員工績效考評的關(guān)鍵環(huán)節(jié)和內(nèi)在機(jī)理,將其結(jié)構(gòu)化為一套行之有效的方法論,明確落地實(shí)施環(huán)節(jié)的情境要素。有助于企業(yè)實(shí)踐工作者準(zhǔn)確把握知識型員工績效考評機(jī)制的關(guān)鍵問題,結(jié)合本單位實(shí)際系統(tǒng)地建設(shè)相應(yīng)機(jī)制,充分發(fā)揮知識型員工主動性和能動性,提高其個人績效,進(jìn)而促進(jìn)企業(yè)業(yè)績的發(fā)展。本文的理論意義在于總結(jié)現(xiàn)有研究成果和深入分析H公司管理實(shí)踐的基礎(chǔ)上,歸納出能夠準(zhǔn)確衡量知識型員工價值與貢獻(xiàn)的績效考評機(jī)制。本文進(jìn)一步探討了其內(nèi)在機(jī)理在于通過建立一套基于內(nèi)部專家知識庫的組織權(quán)威,替代直屬上級或公司領(lǐng)導(dǎo)等個人權(quán)威,該思路也拓展了現(xiàn)有理論研究的視角。本文的不足主要包括案例材料來源比較單一,對績效管理有效性的標(biāo)準(zhǔn)探討比較有限,下一步研究中將通過不同來源材料形成證據(jù)三角形,并探索有效性的衡量方式,提高研究的建構(gòu)效度。
[Abstract]:Chinese GDP growth began to fall since 2012, rapid growth in the past 30 years an average of 10% no longer again, the stage of economic growth fundamental transformation, economic development has entered a new normal, the growth momentum from the factor driven investment driven to innovation driven into the shift of growth, structural adjustment pains, pre stimulus digestion period of three superimposed period. Facing the new characteristics of economic development of the CPC Central Committee, the State Council to implement innovation driven development strategy, the most fundamental is to enhance the capability of independent innovation, innovation requires innovative business talents, knowledge is power, talent is the future. In this context, knowledge workers engaged in innovative work to improve enterprise benefit, promote economic development, promote the backbone of social progress. For knowledge workers, how to set up to general business for The mechanism of talent evaluation oriented, is a difficult problem for the majority of enterprises. The existing research results there are two limitations: one is not put forward according to the characteristics of knowledge employees for performance appraisal and performance management system design ideas and implementation plan; two is the key of the above ideas are the evaluation of power reasonable allocation to a personal authority, in order to improve the degree of identity is the appraisal, but for how the evaluation of the main authority from the individual transition to authoritative organization, establish a set of the knowledge workers identity in the organization's performance standards and performance management process, the existing research is not mentioned. Therefore, the research content of this paper focus on how to establish a set to measure the value and contribution of knowledge workers and accurate performance evaluation mechanism. There are three key problems need to be solved in this paper: first, the The H company IPD project implementation faithfully reduction process, therefore this paper from the H company internal information, and side study reported that three aspects of external consulting consulting team starting material, the formation of evidence chain objectively explain the triangle, H company how to gradually construct knowledge employee performance management mechanism. At the same time, this paper will analyze the history and the key stage of the mechanism. Second, this paper intends to analyze the effective evaluation mechanism of knowledge workers to the mechanism. Third, this paper will analyze the key conditions of the mechanism establishment and situational factors, including leadership support, carding process, knowledge management, system support, salary distribution and resource allocation and other supporting measures, methods H's theory of dominance, structured. This thesis chooses the method of case study, the reduction process, H company IPD project implementation research found: the establishment of knowledge worker performance evaluation mechanism The basic idea is through the organization authority instead of personal authority evaluation value of staff. Methods and steps of Building Authority: one is the business process standardization subdivision; two is to establish the mechanism of knowledge management, will complete the standardization activities of knowledge, skills and quality standards for the precipitation of organizational knowledge; three is to expert knowledge precipitation as the basis, to measure employee behavior performance, and accordingly carry out salary distribution, performance management and resource allocation mechanism of.H company, is to establish a set of knowledge sharing performance index system based on the internal experts, which is different from the individual authority of the organization authority, so it has more extensive and the long-term influence, can help the employees to form a stable behavior expectations, and guide employees to make a similar choice, on the basis of this, a set of shared employee behavior and organizational culture It is gradually formed. This is the performance management system of H company has a fundamental difference between different from the traditional performance management mechanism. This chapter further analyzes the process of H implementation of the IPD project, found that the implementation of this set of performance management system, requires a lot of situational factors and conditions. Essentially, the establishment of this performance management the mechanism is a whole process, top-down management reform, therefore, the full support of the senior leadership, is the basic premise to establish this mechanism. In the premise of leadership support, need all aspects and carefully combed, decomposition of business processes. In addition to the need to set up a system of knowledge management, the realization of individual the smooth transformation of knowledge to organizational knowledge. Finally, through the allocation of resources and guide system, conforms to the enterprise oriented behavior pattern, forming a virtuous circle. The practical significance of this article is through the reduction of H for knowledge Establish process of employee performance evaluation system, analysis the key link of knowledge employees' performance appraisal and internal mechanism, be structured as a set of effective methodology, clear landing situational factors. There are part of the implementation of key issues will help enterprise practitioners accurately grasp the knowledge employee performance evaluation mechanism, combined with the actual situation of the unit system the construction of the corresponding mechanism, give full play to the knowledge staff and initiative, improve their individual performance, and promote the development of enterprise performance. The theoretical significance of this article is to summarize the results of the present study and in-depth analysis of management practice of H company on the basis of summarized to measure the value and contribution of knowledge workers and accurate performance evaluation mechanism. This paper further discusses the inherent mechanism is to establish a set of internal knowledge base organization based on authority, instead of direct supervisor or public Our leadership and personal authority, the idea is to expand the existing theoretical research perspective. The shortage of this paper includes case material source is relatively simple, the performance management of the effectiveness of study is limited, the next step will be the formation of triangular evidence from different sources of materials, and to explore the effective measure to improve the construct validity study.

【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F626

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