转型背景下企业绩效考核目的研究

华中科技大学博士学位论文转型背景下企业绩效考核目的研究姓名：文鹏申请学位级别：博士专业：工商管理指导教师：廖建桥2010-10-28I1II2348090IIIAbstractSinceChinastartedeconomicreformandbeganopeningtotheoutsideworld,thecountryhasenteredanewtransformableage.Inthistransformablecontext,managementstylesandmethodsofenterpriseshavebeenconstantlychanged.Amongthosemanagerialchanges,itisspecialaboutthechangesonorganizationaloremployeeperformanceappraisal(PA).Inordertocompanywithincreasingmarketpressure,allkindsofenterpriseshavegivenup“communalpot”andthenadoptedenforceableandrigidPA,whichhastoacertainextentpromotedorganizationalperformance.Withthestrengthofappraisalincreases,however,manyproblemsoccurinthisappraisalmethod.Theynegativelyinfluenceenterprises’developmentandleadtotheappearanceoftheneedofanewPA.Thus,whichisthebestefficientPAmethodduringthetransformableage?ThepresentresearchwillmakeatrytoresolvetheproblemthroughstudyingPApurposes.Thepresentresearchreviewedrelatedliteratures,andthenconductedthreeempiricalstudies.TheyrespectlyexaminedtherelationshipsbetweenorganizationalcharacteristicsandPApurposes(chapter4),testedthedifferentimpactofPApurposesonemployeereactions(chapter5),andestablishedtherelationshipbetweenPApurposesandorganizationalcitizenshipbehaviors(OCB)andexaminedtheinfluencingmechanismsofPApurposes(mediatingandmoderating)(chapter6).Mainconclusionsarefollowing:Firstly,ownership,industryandexternalcompetitionsignificantlyinfluencedperformanceappraisalpurposes.Specifically,comparingtostate-ownedandprivateenterprises,foreign-investedenterprisehavebiggerstrengthsinbothdevelopmentalPAandevaluativePA.Thisindicatedthatdomesticenterprisesshouldincreaseappraisalstreangthbylearningfromforeign-investedenterprisesinordertopromoteappriasleffectiveness;theimplementstrengthofdevelopmentalPAinhigh-techenterprisesisbiggerthaninnon-high-techenterprises.Thereasonisthatperformancecharacteristicoftheknowledgeworkerisprofessional.Thus,itisverydifficultformanagerstoratetheknowledgeworkerthroughevaluativeappraisal.Therightwayistoprovidefeedbackanddevelopmentalandtrainingopportunitiestoattainenterprises’purposes.AstheIVcompetitioncanbetransferredfromtoptobottom,themarketcompetitiondegreeispositivelyrelatedtothestrengthofevaluativePA.Ontheonehand,thisconclusionbringsanimportantimplicationforreformingstate-ownedenterprisesinChina.Tokeeptheirstressandvitality,competitivedegreeshouldbegraduallyimprovedinstate-ownedenterprises.Ontheotherhand,whenthepressureisoversize,negativeimpactmayappearsuchasFoxconnJumpingEvent.Atthistime,managersshouldtrytoreducepressurebyadoptinsomemeasuressuchashommizationenterpriseculture,leader-memberexchangerelationshipwithhighquality.Secondly,theinfluencingextentsoffourappraisalpurposesonappraisalreactionsaresignificantlydifferent.Specifically,employeeshavehigherPAjusticeperceptionsandtaskperformancewhenorganizationsimplement“workalongbothlines”PApurposeratherthanotherPApurposes.EmployeeshavelowestPAsatisfactionin“laissez-faire”PApurpose.Overall,“workalongbothlines”PApurposecanleadtopositiveemployeePAreactions.Comparingto“laissez-faire”and“settleoldaccountsinfuture”PApurpose,“pointoutapathway”and“workalongbothlines”PApurposepositivelyinfluencedOCB.Alloftheseconclusionsindicatethatemployeewillhavepositiveoutcomeswhentheirorganizationsimplementhighlydevelopmentalperformanceappraisal.Thirdly,Perceivedsocialexchangefullymediatedtherelationshipbetween“pointoutapathway”PApurposeandOCB,butthemediatingroleoforganizationalidentificationdidnotexsit.Thisimpliedthatemoloyeesfocusedmoreonwhetherornottheirorganizationsestablishedlong-termandsocialexhangerelationshipswiththemintransition.Basedontherelationshios,theywouldthendecidewhetherornotconductOCB.Fourthly,Traditionalitynegativelymoderatedtherelationshipbetween“pointoutapathway”PApurposeandperceivedsocialexchangeinsuchawaythattheirrelationshipwasweakerforemployeeswithhightraditionalityanditwasstrongerforlowlytraditionalemployees.ThisbringsimportantimplicationsforChineseemployeeappraisal.Asthegenerationsafter80sand90shavelowertraditionalculturalvalueandarebecomingcorepartofemployees,itismorehelpfulfortheirsocialexchangeperceptionstoimplement“pointoutapathway”performanceappraisal.Meanwhile,learningorientationpositivelyVmoderatedtherelationshipbetween“pointoutapathway”andorganizationalidentificationinsuchawaythattheirrelationshipwasstrongerforemployeeswithhighlearningorientationanditwasweakerforemployeeswithlowlearningorientation.BasedontheaboveconclusionsandmanagementpracticeinChina,thepresentresearchanalyzedtransferringprocessofPApurposeandproposedthreetransferringstagesofPApurposes.Wearguedthat“pointoutapathway”isthefuturedirectionsofPApurposes.Someprincipalsandmethodswereproposedabouthowtosuccessfullycarryout“pointoutapathway”PApurposebasedoncasesfromforeignenterprises.Finally,wesummarizedthewholeresearchandindicatedresearchlimitationsanddirectionsforthefuturestudy.Keywords:PerformanceAppraisalPurposesEvaluativePerformanceAppraisalDevelopmentalPerformanceAppraisalPerformanceAppraisalReactionsOrganizationalCitizenshipBehaviors