内外在薪酬组合激励模型研究

在组织经营管理实践中,如何通过行之有效的激励措施提升员工的绩效是人力资源管理中的持久性难题。本文在回顾和分析内外在薪酬激励相关研究基础上,借鉴内外结合,刚柔相济的思想,构建了旨在提升组织人力资源长久动力的内外在薪酬组合激励模型,特别是提出的推动式、牵引式和权变式三种具体激励策略,为组织人力资源管理中的员工激励实践提供了有益的启示和帮助,并为今后有关激励与薪酬的理论研究提供了新的思路与方向。     

组织支持对人力资源措施和员工绩效的影响

通过两项研究,对中国企业情境下员工感知到的组织支持、人力资源管理措施和个人绩效的关系进行了探讨.采用因子分析和回归分析等方法对来自合资,国有,私有等企业的员工及其主管的问卷调查结果进行了数据分析.结果表明:这些企业的人力资源管理措施可以分为保健措施和激励措施两大类.保健措施包括:员工福利、工作环境改善、工作保障、员工薪酬、员工关怀计划;激励措施包括员工培训、职业发展规划.保健措施和激励措施与感知到的组织支持存在交互作用,共同影响员工个人绩效.保健措施对员工绩效的正向影响作用在低水平感知到的组织支持下更显著,激励措施则在高水平感知到的组织支持下具有更显著的正向影响.     

提高员工工作满意度机制的系统分析:和谐管理理论的启示与价值

在企业经营管理实践中,如何提高员工的工作满意度是企业激励员工、进行有效的人力资源管理、保证企业长远发展的关键问题。针对这一问题,本文在回顾和分析现有关于工作满意度理论和实践的基础上,利用和谐管理理论提供的复杂管理问题的解决之道,即主题导向下的双规则互动耦合思路对于解决该问题的有益启示和帮助,结合某设计院提高员工工作满意度的实践,从优化完善相关制度与机制、营造能充分发挥员工能动性的工作氛围,以及围绕提高工作满意度这一主题的整合三个方面形成有机系统,从而构建了基于和谐管理理论的提高工作满意度的管理体系,为这一问题的解决提供了新的思路。     

管理控制中管理者的行为特征分类及管理业绩的关系研究

以心理学、组织行为学、管理学为理论基础,以价值观、态度、动机为行为特征的划分变量,对企业管理控制中管理者不同群体的行为特征进行了实证研究。通过聚类分析将控制对象划分为集体主义倾向型、规则顺从型、自我价值实现型和环境认知型4类人群,研究显示每一类群体都呈现出差异化的人口统计特征。然后,进一步考察了这4类群体的管理业绩与"目标难度适度性"、"信息反馈及时性"及"业绩考核公平性"等控制环节的关系。     

Ideal Values and Counter‐ideal Values as Two Distinct Forces: Exploring a Gap in Organizational Value Research

Motives and values at work have long been key topics of business and management studies. In a focused review of the literature on the nature of human values, this paper identifies a disconnect with the literature on human motivation, despite the otherwise inherent relatedness of the two fields. Specifically, extant theory and research have conceptualized values generally in terms of ideals, namely desired end‐states that individuals strive to approach. Although values, by this definition, express motivational concerns, theories of human motivation suggest that there are two forces to consider, i.e. approach and avoidance motivation. By applying this ‘two forces’ perspective to value research, this paper identifies a gap in the literature on values: namely, the idea that individuals are also influenced by counter‐ideal values, i.e. end‐states that they deliberately seek to avoid. The identification of this gap opens up new opportunities for value research in general and organizational value research in particular. To pave the way for future research, this paper critically discusses the few studies that have taken first steps in that direction and outlines research questions that may follow for issues such as employer branding and person–organization fit. This paper closes by providing suggestions on how to tackle the issue in organizational practice.     

Key to Effective Organizational Performance Management Lies at the Intersection of Paradox Theory and Stakeholder Theory

One of the fundamental and recurring issues in performance management is the adoption of a simplistic, short‐term, narrow, metrics‐oriented approach, which often results in unintended negative outcomes, some of which could be disastrous. This paper makes the case that the key to preventing this syndrome lies at the intersection of paradox and stakeholder theories. Both theories encourage a more complex, long‐term, holistic, balanced approach to management. Stakeholder theory focuses on addressing the many (sometimes conflicting) goals of multiple stakeholders, and paradox theory provides insights into how this challenging task (i.e. of simultaneously addressing multiple conflicting priorities) can be accomplished. Thus, the former provides the ‘what’ and the latter the ‘how’ of effective organizational performance management. Accordingly, the literature at the intersection of both theories (composed of 69 scholarly outputs), was reviewed, and in so doing, identified seven domain areas and 21 constructs, all of which implicitly deal with either performance management or its communication, thereby lending support to this paper's thesis. The implications of this review for both theory and practice, including the role of paradoxical cognitive mechanisms, is discussed.     

员工创业特质、内外满意度与工作绩效

创业特质能够决定创业者的表现，而创业特质作为个体普遍拥有的特质，研究却忽视了员工创业特质对工作绩效的影响.本文整合成就需要理论和层次需要理论，重点探讨了员工的创业特质与工作绩效的关系以及内外满意度的调节作用.利用企业调研数据研究发现:员工创业特质的成就动机、冒险倾向与工作绩效呈倒U关系，创新偏好与工作绩效呈U型关系;内在工作满意度强化了成就动机与工作绩效的倒U关系.本研究发展了创业特质理论在员工管理上的应用，首次为员工参与“大众创业，万众创新”实践提供了理论依据，研究发现有直接的启示与借鉴意义.     

The application of a performance management system in hospitals: A hypothetical example

Abstract

The central theme of this article is performance management, defined as activities of organizations aimed at an effective and efficient use of their human resources. The organization focused on in particular is the hospital. Three principles taken from motivation theory are dealt with which are basic to performance management: goal setting, feedback and reinforcement. Next, a recently developed procedure (Pritchard 1990, Pritchard et al. 1988, 1989) for the design of performance management systems is described. This procedure, ProMES: Productivity Measurement and Enhancement Systems, is explained using a team of ward nurses as a hypothetical example. In addition to the nursing wards example, other potential applications of the ProMES technique to several hospitals areas are mentioned. Finally, some conditions that should be fulfilled in order to successfully start a ProMES project are discussed.     

Quality Management and Cooperative Values: Investigation of Multilevel Influences on Workgroup Performance

Unsuccessful quality initiatives often are attributed to an organizational culture that does not recognize the importance of the cooperative values that underlie “soft” quality management practices, like customer focus and empowerment. Yet, the literature remains unclear as to how quality management and cooperative values interrelate by failing to incorporate the multilevel influences on this relationship in organizations. This research analyzes a multilevel model based on sociotechnical systems and quality management theories. Secondary data are used to test an explanation of how organizational‐level and workgroup‐level quality management practices relate to cooperative cultural values and workgroup performance. A single‐level model is also tested to demonstrate its inadequacies. Based upon the support for a multilevel model, managerial insights are provided that aid in deciding where resources should be allocated during a quality initiative.     

Benchmarking firm performance from a multiple-stakeholder perspective with an application to Chinese banking

We know very little about how a firm would compare against its peers when evaluated from a multiple-stakeholder perspective where the same variables are interpreted differently. Since most medium-to-large organizations acknowledge the multi-dimensional nature of their operations, finding out the performance evaluations of various stakeholders can inform managerial decision-making. Thus, the main motivation for this study is to capture the interactions among different perceptions on a common set of performance measures. Using data envelopment analysis (DEA), we work with an approach that allows a flexible designation of inputs and outputs based on varying perspectives of five key stakeholders in banking. The versatile approach demonstrates that different views from the stakeholder universe can be summarily captured in DEA scores. A numerical example on Chinese commercial banks identifies the compliant (efficient) banks versus rigid (inefficient) banks, as well as the amenable stakeholders (those evaluating banks as efficient) versus the recalcitrant stakeholders (those evaluating banks as inefficient). The aligned views held by management and shareholders as evidenced by significant correlation among performance rankings imply reduced agency costs. Similarly, shared perceptions between customers and employees may encourage management to examine how this important business interface can be improved.     

The role of organismic integration theory in marketing science: A systematic review and research agenda

Researchers have repeatedly applied the same models/theories to predict consumer behaviour, whereas theories that have been extensively used to promote motivation are disregarded in marketing science. For instance, organismic integration theory (OIT) is a prominent theory of human motivation that provides a framework for categorizing customers’ regulatory styles into different forms of motivational regulations, which could be used in marketing as customers can be motivated to engage in behaviour for a diverse array of reasons. Therefore, we aim to enrich the field of marketing by reviewing extant knowledge on OIT, noting tensions and inconsistencies, and identifying important gaps with reference to how the constructs underpinned by OIT have been applied and what research themes, contexts, and methodologies have been carried out. With this aim in mind, we reviewed three decades of research between 1991 and 2020, outlined underdeveloped and emerging marketing issues, and set comprehensive research agendas (presented as testable propositions).     

从管理与文化的关系看中国式管理

有关管理与文化的争论不应再纠缠于文化是否影响管理,而应该去研究文化究竟如何影响管理实践,以及如何在管理理论中考虑文化要素。文化不仅对管理实践具有重要的影响作用,而且对管理理论来说更是建构地方性管理知识体系的基点。在中国的管理研究中,对文化的不同处理构成了3种研究途径:管理中国化研究、中国管理研究以及管理普适性研究。从当前中国实践的需求来看,中国管理研究是最为迫切需要的。中国式管理不仅存在,而且应成为中国学者研究的重要领域。     

The role of self-determination theory in marketing science: An integrative review and agenda for research

The marketing literature is replete with the repeated use of traditional theories of behaviour, such as ‘the consumer decision model,’ the ‘theory of buyer behaviour,’ the ‘theory of reasoned action,’ the ‘theory of planned behaviour,’ and ‘the model of goal-directed behaviour.’ The conclusions and criticisms that are drawn from these theories stem from the many ways in which these theories are applied, which reduces the efficiency of these approaches in the sense of predictability and generalizability across different cultures. Moreover, these theories have minimal influence on autonomously motivated behaviours. Despite these limitations, marketing scientists have overwhelmingly applied these theories to predict consumer intention and behaviour. However, theories that are actually capable of explaining consumers' motivations have been surprisingly ignored in the marketing literature; for instance, ‘self-determination theory’ (SDT) is a leading theory of human motivation that has been proven effective at identifying the contingencies that affect motivation and behaviour. Therefore, the goal is to review the marketing research in which SDT is used. To this end, we review all empirical studies published on the subject over a 20-year period. Several clusters of research are identified in which SDT appears to be more promising in addressing marketing problems. Finally, we provide directions for future research in greater detail.     

Management Control Systems: One View of Components and Their Interdependence1

Professor Robert Anthony's statement that ‘control is the process of assuring that the organization does what management wants done’ implies that systems for management control must be broadly conceived. This paper takes the view that a comprehensive view of control systems should include at least five components: performance measurement, strategy, organization structure, direction and motivation. Each of these components reflects management choices, but those choices have implications for the other components. A strategy of dynamic new product development for example, requires a flexible structure, and should have performance measures that relate to the structure and the desired achievements for that strategy. As what is measured signals what is important, the measures provide direction and the basis for incentives and rewards. The interdependence of the components is seen as a key factor in control system design. When the components support each other, the interdependence is a source of strength; conflict or even absence of support among the components can be a source of weakness. This paper describes the components and illustrates ways in which the design of control systems needs to recognize their interdependence. The process of system implementation is also reviewed, as process choices can be independent of design choices. The framework is related to prior research and writing, showing that the components are themselves complex and have been the focus of extensive study. Finally, several teaching cases are decribed in order to show how the design issues may appear in practice and how the framework can be used to help teach management control systems.     

ALIGNING ACCOUNTABILITY AND AWARENESS FOR ENVIRONMENTAL PERFORMANCE IN OPERATIONS

This study assesses internal drivers of a firm's level of environmental awareness, including methods for incorporating environmental objectives into the strategic planning of operations, communication of objectives throughout the organization, and deployment of accountability to operating personnel and managers for environmental performance. Challenges firms may encounter in motivating and holding employees and process owners accountable for environmental performance are discussed, as well as a potential for inconsistencies between management's espoused theories and theories in use. A case study of a steel manufacturer is used to determine how accountability for and awareness of environmental objectives can be operationally implemented.     

The Interplay Between Employee and Firm Customer Orientation: Substitution Effect and the Contingency Role of Performance‐Related Rewards

This paper identifies and explains a potential tension between a firm's emphasis on customer orientation (CO) and the extent to which employees value CO as a success factor for individual performance. Based on self‐determination theory and CO implementation research, the authors propose that firm CO may represent both autonomous and controlled motivations for CO, but that employees’ CO is more strongly linked to individual performance when employees experience solely autonomous motivation. Hence, the authors expect a substitution effect whereby the link between employees’ CO and their performance is weaker when firm CO is high. Furthermore, the authors examine a boundary condition for the previous hypothesis and propose that performance‐contingent rewards have a positive effect on the internalization of the extrinsic motivation stemming from firm CO. Two multilevel studies with 979 employees and 201 top management team members from 132 firms support these hypotheses. Against previous research, these findings offer a new perspective on the effectiveness of CO initiatives, propose employees’ motivational states as the theoretical explanation for the heterogeneity in the link between employee CO and performance, and reappraise the role of performance‐contingent rewards in CO research. Managerial implications for the effective implementation of customer‐oriented initiatives within firms are provided.     

Business re-engineering—a strategy-driven approach

Organizations across a wide range of industries are recognizing the potential of re-engineering to deliver discontinuous leaps in performance. The competitive climate, and the pace of change within and outside the firm are also encouraging a more co-ordinated and fundamental approach to the planning and design of business activity. Two main approaches to re- engineering have emerged. The first—known as Process Re- engineering—offers the opportunity to rethink and streamline individual processes. The second—termed Business Re- engineering—provides an approach to rethinking and redesigning the entire business behind a more focused, competence based competitive strategy. The central challenge in re-engineering is to understand where and how we can create value for both customers and shareholders. This requires us to ask fundamental questions about what we do, how we do it, whether it is necessary and how it can be improved. Achieving the benefits of re-engineering demands active commitment and participation from the chief executive downwards. The re-engineering process itself needs careful planning around a clear vision of longer term goals. There are also risks inherent in undertaking these far reaching and fundamental changes. To address the risks, manage the fears, uncertainties and doubts and yet maintain motivation in the organization, demands a commitment to change management on a scale which few executives will have experienced.     

Work-related episodic memories can increase or decrease motivation and psychological health at work

ABSTRACT

Research on the psychological mechanisms underlying employee motivation and psychological health at work has been limited to general and chronic workplace factors, such as job strenuousness or management style. In two studies, we examine how unique and time-specific work life events encoded as episodic memories can influence employee motivation and psychological health at work as a function of how these events are recalled having been experienced in terms of need satisfaction. In Study 1, participants described a self-defining work-related memory and rated it for need satisfaction. They also completed scales of need satisfaction at work, self-determined motivation, and positive and negative indicators of psychological health (i.e. work satisfaction and burnout). In Study 2, participants completed the same tasks and scales, but they did it again two years later. Results revealed that need satisfaction in self-defining work-related memories was associated with self-determined motivation and indicators of psychological health at work, over and above demographics (age, sex, weekly hours worked, education) and general perceptions of need satisfaction at work. Moreover, it predicted increases in self-determined motivation and in work satisfaction and decreases in burnout over two years. The present findings underscore the importance of considering unique work life events encoded in memory.     

Genetic distance,international experience and the performance of cross-border R&D for EMNEs

Cross-border R&D can contribute to the enhancement of independent innovation capabilities of emerging markets multinational enterprises (EMNEs) by benefiting from knowledge management. However, scant research exists examining the location impact of cross-border R&D for EMNEs on performance implications. This paper fills this important theoretical gap by building upon the literature of genetic distance in connection with knowledge management. We use a panel data of Chinese high-tech listed companies to empirically examine the impact of genetic distance on the performance of cross-border R&D and the role played by international experience. Our results reveal a positive relationship between genetic distance and the performance of cross-border R&D. Importantly, we highlight the motivation for cross-border R&D of EMNEs to acquire technical knowledge magnifies the positive effects of genetic distance and performance. Furthermore, our analysis indicates that international experience significantly enhanced the positive effect of genetic distance on cross-border R&D performance. We conclude this paper by discussing theoretical contributions to genetic distance, international management and knowledge management, as well as practical implications for cross-border R&D of EMNEs.     

Contrasting different philosophies of leader motivation: Altruism versus egoism

In this series of letters, Avolio and Locke compare and contrast their different views on leadership motivation, considering how selfish and self-sacrificing altruistic behavior influence leaders and follower motivation and performance. Locke bases his main arguments in both letters on the premise that leaders should act and think in a rational way, with selfish interest as the basis for action. By accomplishing their selfish interests, leaders will exhibit their highest principles and performance. Avolio argues that Locke's view on selfish interest is simply too idealistic. Since leadership is seen as being in the eye of the beholder, there is a point where all of the rational decision making in the world does not change the subjective views followers have of their leaders. Moreover, there are numerous situations where everyone's self- or selfish interests cannot be satisfied and it is in those situations that the assumptions of egoistic leadership appear to breakdown. Their debate leads to some interesting suggestions for future research comparing these two divergent views of leader motivation.