基于组合原理的高速公路沥青路面使用性能评价

路面使用性能的评价和预测是路面管理系统的重要环节,对合理地确定养护措施,制定养护方案,安排养护费用起着重要作用。本文在讨论常用综合评价模型的基础之上,提出了三种以改进指标为基准的、以高速公路养护为目的的回归模型,从不同的思维方式去模拟专家的评分过程,最后通过组合原理,建立起以灰色关联度确定权重的综合评价模型。并应用实例验证了本章所给出的沥青路面使用性能综合评价模型作为我国高等级沥青路面养护维修标准的可行性。     

关系成员企业管理者社会资本水平其机会主义行为间关系的实证研究——以中外合资企业为例

本文以中外合资企业为主要研究对象,就关系成员企业管理者社会资本水平与其在特定关系中的机会主义行为水平的联系及其对关系绩效的影响进行了实证研究。研究结果首次证实了企业管理者社会资本会提高其在特定关系中的机会主义倾向这一潜在关系的存在,但这种机会主义行为主要体现在对关系程序控制权的获取上,并不会降低社会资本在提升关系收益水平方面的价值,同时也不会影响关系成果分配的公平性。本研究的相关结论对于进一步的研究与企业管理实践均有一定价值。     

供应商参与创新中信任关系影响因素分析

本研究选取我国一些制造业企业作为实证研究的对象,探讨企业间人际信任、企业间信任、参与质量、参与绩效之间的关系。本研究表明:(1)企业间人际信任对企业间信任有直接正向影响;(2)企业间人际信任对参与质量有直接正向影响;(3)企业间信任对参与质量有直接正向影响;(4)参与质量对参与绩效有直接正向的影响。该实证研究对于人们正确理解企业间人际信任、企业间信任、参与质量与参与绩效之间的关系有着重要的意义。     

Techniques and paradoxes in performing performance measurements: concluding reflections

ABSTRACT

Performance measurement has an implicit performance theory embedded within its practice; performance measurement perforce performs. Performance measurement has a performative effect on performance. Drawing together and building on the various empirical observations from the preceding papers in this collection, this concluding paper firstly examines the circumstances in which performance measurement performs, that is, when it produces ‘authentic’ performance improvements, compared to when performance measurements misfire. The paper secondly explores several paradoxes of performance measurement – such that performance measurement measures only part of the performance it seeks to be performative on, incentives to perform incentivise poor performance and so on. These paradoxes, contradictions and ironies must be apprehended and appreciated in discovering, discerning and deciphering the diverse dynamics of measuring performance. They also demonstrate that analysing and working with performance measurement requires a perspective that eschews absolutes and clear directions, and embraces the uneasy and potentially destabilising tension of Escher’s performative art.     

Hitting the target without missing the point: New Zealand’s immunisation health target for two year olds

ABSTRACT

The use of health targets as a form of performance measurement has become more prominent internationally as governments have sought to control public expenditure, produce greater efficiency and improve accountability. However, health targets have faced criticism for their potential to produce negative outcomes within a health system. This paper examines how a health target was used as a policy instrument within the New Zealand health system to improve immunisation coverage at two years of age. It explores how the immunisation health target was implemented within four case study sites and discusses the effectiveness of the health target as a policy instrument for improving immunisation coverage and addressing persistent immunisation inequities. Measuring and monitoring performance towards the immunisation health target improved accountability for immunisation coverage within the New Zealand health system and focused attention on improving immunisation coverage in a way that previous policy attempts had failed to do. Health targets may be an effective policy instrument for creating change within specific areas of a health system if their potential for dysfunctional consequences are taken into consideration at the outset.     

非正式控制对销售人员绩效和客户关系质量的影响

正式控制的局限性、企业对客户关系的重视以及销售人员素质的提高,使得企业越发重视销售人员的非正式控制,但是关于非正式控制对销售人员绩效和客户关系质量影响的研究还较少,非正式控制时销售人员绩效和客户关系质量的作用机制与作用效果还没有得到有效验证.本文在理论分析的基础上,建立了非正式控制影响销售人员绩效和客户关系质量的概念模型和研究假设,并进行了实证检验.结果表明:非正式控制对绩效既有直接影响,也有间接影响,其中间接影响的中介变量为角色明晰性:非正式控制只能通过角色明晰性和情感性承诺对客户关系质量产生间接影响,而对客户关系质量的直接影响不显著.非正式控制对角色明晰性、情感性承诺、绩效、客户关系质量影响的总效应分别为0.38、0.51、0.48、0.48.实证研究结果为企业强化销售人员的非正式控制提供了理论支撑,对其他员工管理控制的研究与实践也具有借鉴意义.     

Thinking About Stakeholders of Public Agencies: The Georgia Department of Transportation Stakeholder Audit

Practitioners and scholars have grown increasingly interested in recent decades in how public administrators should and can work with the constituencies they serve. To date, most of this conversation has focused on citizens and broader communities rather than on stakeholders more generally, but these other stakeholders, ranging from oversight policy-making bodies to private sector and nonprofit contractors to governmental partners, are no less important than the general public. The purpose of this paper is to propose a first step that many agencies might take in thinking about their range of stakeholders, a step that we term a “stakeholder audit.” A stakeholder audit entails (1) mapping the universe of an agency’s stakeholders, (2) assessing the agency’s perceived needs for additional information relative to various stakeholder groups, and (3) developing suggestions on how to obtain that information. After first discussing the more general idea of stakeholder analyses, we describe the stakeholder audit technique, and illustrate how it has been applied to a particular agency, the State of Georgia’s Department of Transportation. We conclude by considering how a stakeholder audit could represent a first step for an agency in improving relationships with its stakeholders.

“桂林山水甲天下”翻译赏析

＂桂林山水甲天下＂依托＂East or west,home is best!＂的英译文＂East or west,Guilin landscape is best＂得到译学界的普遍赞誉。文章基于话语修辞观和评价系统结合仿拟辞格进行翻译赏析,期望对旅游外宣公示语翻译有所启示。     

Lessons from a project to create performance measures for public health

This paper uses a specific example to illustrate complications that arise in formulating and implementing performance measures. The context of this demonstration is a Centers for Disease Control and Prevention (CDC)-funded project to explore the feasibility of performance measures developed at the national level for local sexually transmitted disease (STD) prevention and control programs. Grantees provided local data and reported on their experience in eliciting the data and using the results for program development. The experience of this project suggests that measures can be made operationally feasible and programmatically useful only if terminologies are subjected to extensive definition and clarification activities. These activities must include development of common language, mapping of workflows, and clarification of spheres of influence. Finally, performance measures must be used with some caution, as they often unintentionally capture extraneous program elements.