电信运营企业绩效考核体系优化研究
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摘要
近年来随着3G移动业务的掀起,国内三大电信运营商逐渐步入全业务运营阶段,这种业务领域的相互重合使得运营商之间的竞争愈发激烈。如何挖掘自身优势,在竞争中取得领先优势成为每一个运营商的管理者所必须考虑的一个问题。同时伴随着人力资本逐渐成为新时代企业核心竞争力的源泉,问题逐渐转变为如何去挖掘企业的人力资源潜能。而促进和激励员工最有效的方法就是对员工进行全面的绩效考核,并且科学有效的个体绩效目标设置往往都是建立在对组织绩效科学的继承和分解的基础之上,即个体绩效要以组织绩效实现为出发点和根本目的。这也使得问题最终落脚到既包含个体绩效也包含组织绩效的绩效考核体系上。
目前,越来越多的电信运营商开始采用平衡计分卡来进行绩效考核,但是在具体的应用和操作过程中却暴露出了种种问题。其原因主要有二：一是引入平衡计分卡存在盲目性和跟风性；二是不能结合自身情况对平衡计分卡进行调整性应用。因此本文的主要内容和创新点也聚焦于这两个方面：一是重构了平衡计分卡绩效考核体系,通过引入一个具体企业作为案例对平衡计分卡的四个维度进行调整,包括对财务维度和市场维度的指标进行重构以及加入一个新的创新维度,同时也对相应指标的权重进行重新分配,使其能够更能契合的电信运营商特征；二是构建了电信运营商绩效考核体系优劣的比较维度,通过综合绩效考核发展的趋势和电信运营商自身的特点来构建一套电信运营商绩效考核体系的评价指标,以定性或者定量的方法比较绩效考核体系的优劣,并为电信运营企业进行绩效考核体系的选择和评价提供参考。
With3G mobile services launched in recent years, the three major telecom operators gradually move to a full-service operation stage. The overlapped of business with each other has made the competition between operators became more and more intense. How to tap their own advantage to gain a leading edge in the competition has become an issue for every manager of the operators. Associated with the human capital has gradually become the source of the core competitiveness, and this issue transformed into how to tap the potential of human resources of enterprises, the most effective method of promote and motivate employees is performance appraisal, and scientific and effective setting of individual performance goals are built on the basis of inheritance and decomposition of organizational performance. In other words, the realization of organizational performance is the starting point and fundamental purpose of the individual performance. And then, the answer of this question eventually settled into the performance appraisal system, which includes organizational performance and individual performance.
At present, more and more telecom operators began to use the Balanced Scorecard to performance appraisal, but many problems has exposed in specific applying and operating process. And the reason is two-fold, the first is blindness in introduction of the Balanced Scorecard, the second is telecommunications operators can not be able to apply the balanced scorecard individualized. Therefore the main content and innovations of this paper focused on two systems. First the paper reconstructed the Balanced Scorecard performance appraisal system by adjusting the dimensions, including remodeling financial and customer dimension, and adding a new dimension of innovation. Second author built the performance appraisal system's comparative dimension for telecom operators for telecom operators. By researching the development trends of performance appraisal and characteristics of the telecom operators, this paper built the index system, which can provide reference for the selection and evaluation of the performance appraisal system for telecom operators, to evaluate the performance appraisal system of telecom operators.
目前,越来越多的电信运营商开始采用平衡计分卡来进行绩效考核,但是在具体的应用和操作过程中却暴露出了种种问题。其原因主要有二：一是引入平衡计分卡存在盲目性和跟风性；二是不能结合自身情况对平衡计分卡进行调整性应用。因此本文的主要内容和创新点也聚焦于这两个方面：一是重构了平衡计分卡绩效考核体系,通过引入一个具体企业作为案例对平衡计分卡的四个维度进行调整,包括对财务维度和市场维度的指标进行重构以及加入一个新的创新维度,同时也对相应指标的权重进行重新分配,使其能够更能契合的电信运营商特征；二是构建了电信运营商绩效考核体系优劣的比较维度,通过综合绩效考核发展的趋势和电信运营商自身的特点来构建一套电信运营商绩效考核体系的评价指标,以定性或者定量的方法比较绩效考核体系的优劣,并为电信运营企业进行绩效考核体系的选择和评价提供参考。
With3G mobile services launched in recent years, the three major telecom operators gradually move to a full-service operation stage. The overlapped of business with each other has made the competition between operators became more and more intense. How to tap their own advantage to gain a leading edge in the competition has become an issue for every manager of the operators. Associated with the human capital has gradually become the source of the core competitiveness, and this issue transformed into how to tap the potential of human resources of enterprises, the most effective method of promote and motivate employees is performance appraisal, and scientific and effective setting of individual performance goals are built on the basis of inheritance and decomposition of organizational performance. In other words, the realization of organizational performance is the starting point and fundamental purpose of the individual performance. And then, the answer of this question eventually settled into the performance appraisal system, which includes organizational performance and individual performance.
At present, more and more telecom operators began to use the Balanced Scorecard to performance appraisal, but many problems has exposed in specific applying and operating process. And the reason is two-fold, the first is blindness in introduction of the Balanced Scorecard, the second is telecommunications operators can not be able to apply the balanced scorecard individualized. Therefore the main content and innovations of this paper focused on two systems. First the paper reconstructed the Balanced Scorecard performance appraisal system by adjusting the dimensions, including remodeling financial and customer dimension, and adding a new dimension of innovation. Second author built the performance appraisal system's comparative dimension for telecom operators for telecom operators. By researching the development trends of performance appraisal and characteristics of the telecom operators, this paper built the index system, which can provide reference for the selection and evaluation of the performance appraisal system for telecom operators, to evaluate the performance appraisal system of telecom operators.
引文
[1]夏祎,叶金福,蔡建峰等.非营利组织绩效评估理论综述.软科学,第24卷(第4期),2010(04)：120-125
[2]曾军.广东地区企业员工心理弹性结构维度及相关研究.[学位论文],暨南大学,2007
[3]徐璐.创业型企业组织服务导向及其对绩效作用机制研究.[学位论文],浙江大学,2008
[4]孟坤.组织文化视角下的知识管理与组织绩效关系的研究.[学位论文],重庆大学,2010
[5]Richard L. Miller, William A. Buxton. The effects of managerial transition training on organizational performance Leadership & Organization Development Journal,2012 (05):464-476
[6]谢延浩.个体差异、参照体选择与意义建构对薪酬满意的作用机理研究.[学位论文],南京理工大学,2011
[7]Stephen A.W. Drew. Building technology foresight: using scenarios to embrace innovation. European Journal of Innovation Management,2006 (03):241-257
[8]黄攸立,花明.战略人力资源管理与组织绩效问题探析.中国人力资源开发,2004(03)：25-27
[9]王华,夏根立.美国联邦政府人力资源管理改革追踪与评析.河南社会科学,第12卷(第4期),2004(06)：14-17
[10]马苓,张庆文.基于战略视角的教学研究型大学绩效评估体系研究.河北学刊,第20卷(第3期),2009(05)：235-237
[11]陈军.企业组织绩效评估模型研究.[学位论文],东北林业大学,2006
[12]张伶,张大伟,谢晋宇.绩效评估系统模式研究：组织公正视角.经济管理第18卷(第24期),2006(12)：48-52
[13]余琼蕾.内部市场导向与企业绩效相关性理论模型构建探讨.开发研究,第13卷(第2期),2010(02)：114-117
[14]郑海涛.基于企业集聚的网络结构、外部社会资本和技术创新绩效关系研究.[学位论文],华南理工大学,2011
[15]毛志丽.人力资源管理实践、组织认同与员工工作绩效的关系研究.[学位论文],华南理工大学,2011
[16]王芳,王美萃,侯玲.员工个人绩效与同事信任关系的博弈分析.北方经济,第18卷(第5期),2011(05)：31-34
[17]沈峥嵘,王二平.关系绩效研究.心理科学进展,第12卷(第6期),2004(03)：924-931
[18]韩翼.雇员工作绩效结构模型构建与实证研究.[学位论文],华中科技大学,2006
[19]Olivier Boiral. Greening the Corporation Through Organizational Citizenship Behaviors Journal of Business Ethics,2008 (08):221-236
[20]陈通,王伟.关于公共组织绩效评估发展趋势的思考.西北大学学报(哲学社会科学版),第38卷(第2期),2008(03)：107-111
[21]郑长鸣.基于系统观的知识型员工绩效管理研究.[学位论文],西南财经大学,2008
[22]夏福斌,路平.关系绩效理论及其应用.经济研究导刊,第4卷(第15期),2010(08)：140-142
[23]许一.目标管理理论述评.外国经济与管理,第28卷(第9期),2006(09)：1-15
[24]Meena Chavan. The balanced scorecard:a new challenge. Journal of Management Development,2009(28):393-406
[25]Marvin Soderberg, Suresh Kalagnanam, Norman T. Sheehan. When is a balanced scorecard a balanced scorecard. International Journal of Productivity and Performance Management,2011 (04):189-210
[26]李晓光.平衡计分卡的理论和实践.中国质量,第13卷(第10期),2011(10)：37-39
[27]周秀梅.人力资源整合的理论与实践.合肥工业大学学报(社会科学版),第17卷(第5期),2003(10)：67-70
[28]李开新,叶龙.电信企业管理人员绩效考核体系研究.山东大学学报(哲学社会科学版),第12卷(第5期),2012(05)：136-141
[29]李萍.德国电信高层人员职业化策略评述.通信世界,2003(04)：31-32
[30]M. Punniyamoorthy, R. Murali. Balanced score for the balanced scorecard:a benchmarking tool, Benchmarking:An International Journal,2008(04):420-442
[31]国资委综合局.关于进一步加强中央企业全员业绩考核工作的指导意见.http://www.sasac.gov.cn/n1180/n1211/n2695/n1545063/12348486.html
[32]乔东.管理思想哲学基础反思.[学位论文],清华大学,2005
[33]Carmen Aranda, Javier Arellano. Strategic performance measurement systems and managers'understanding of the strategy:A field research in a financial institution, Journal of Accounting & Organizational Change,2010(03):330-358
[34]陈志军,胡晓东,王宁.管理控制理论评述.山东社会科学,第5卷(第12期),2005(06)：126-128
[35]丁畅,诸克军.煤矿企业绩效考核的战略管理.理论月刊,第13卷(第5期),2011(05)：164-165
[36]丁宁宁,张国栋.绩效考评的系统性对组织承诺的影响：组织信任的中介作用.山东经济,第28卷(第3期),2011(05)：83-88
[37]盛攀峰.电信产业经济学特征分析.西安邮电学院学报,第13卷(第2期),2008(05)：26-29
[38]孙涛,杜鹏东.统计软件SPSS在试卷再测信度计算中的应用.实验技术与管理,第25卷(第3期),2008(03)：89-91
[39]Tomas Backstrom. How to organize for local resource generation. Learning Organization,2009(03):223-236
[40]白胜.平衡计分卡理论的研究和展望.财会月刊,第19卷(第24期),2012(08)：6-8
[41]何惠,冯任重.我国电信服务业与经济增长的相关性分析.经济理论与经济管理,第11卷(第8期),2005(08)：15-20
[42]Dorothea Greiling. Balanced scorecard implementation in German non-profit organisations. International Journal of Productivity and Performance Management,2010(06):534-554
[43]国家统计局.2010年年鉴.http://www. stats.gov.cn/tj sj/ndsj/2010/indexch.htm
[44]刘瑞明,白永秀.晋升激励与经济发展.南方经济,第16卷(第1期),2010(01)：59-70
[45]Simona Mihai Yiannaki. A systemic risk management model for SMEs under financial crisis. International Journal of Organizational Analysis,2012(04):406-422
[46]骆品亮.相对绩效评估与综合绩效评估的激励效率比较分析.中国管理科学,第13卷(第6期),2005(12)：118-124
[2]曾军.广东地区企业员工心理弹性结构维度及相关研究.[学位论文],暨南大学,2007
[3]徐璐.创业型企业组织服务导向及其对绩效作用机制研究.[学位论文],浙江大学,2008
[4]孟坤.组织文化视角下的知识管理与组织绩效关系的研究.[学位论文],重庆大学,2010
[5]Richard L. Miller, William A. Buxton. The effects of managerial transition training on organizational performance Leadership & Organization Development Journal,2012 (05):464-476
[6]谢延浩.个体差异、参照体选择与意义建构对薪酬满意的作用机理研究.[学位论文],南京理工大学,2011
[7]Stephen A.W. Drew. Building technology foresight: using scenarios to embrace innovation. European Journal of Innovation Management,2006 (03):241-257
[8]黄攸立,花明.战略人力资源管理与组织绩效问题探析.中国人力资源开发,2004(03)：25-27
[9]王华,夏根立.美国联邦政府人力资源管理改革追踪与评析.河南社会科学,第12卷(第4期),2004(06)：14-17
[10]马苓,张庆文.基于战略视角的教学研究型大学绩效评估体系研究.河北学刊,第20卷(第3期),2009(05)：235-237
[11]陈军.企业组织绩效评估模型研究.[学位论文],东北林业大学,2006
[12]张伶,张大伟,谢晋宇.绩效评估系统模式研究：组织公正视角.经济管理第18卷(第24期),2006(12)：48-52
[13]余琼蕾.内部市场导向与企业绩效相关性理论模型构建探讨.开发研究,第13卷(第2期),2010(02)：114-117
[14]郑海涛.基于企业集聚的网络结构、外部社会资本和技术创新绩效关系研究.[学位论文],华南理工大学,2011
[15]毛志丽.人力资源管理实践、组织认同与员工工作绩效的关系研究.[学位论文],华南理工大学,2011
[16]王芳,王美萃,侯玲.员工个人绩效与同事信任关系的博弈分析.北方经济,第18卷(第5期),2011(05)：31-34
[17]沈峥嵘,王二平.关系绩效研究.心理科学进展,第12卷(第6期),2004(03)：924-931
[18]韩翼.雇员工作绩效结构模型构建与实证研究.[学位论文],华中科技大学,2006
[19]Olivier Boiral. Greening the Corporation Through Organizational Citizenship Behaviors Journal of Business Ethics,2008 (08):221-236
[20]陈通,王伟.关于公共组织绩效评估发展趋势的思考.西北大学学报(哲学社会科学版),第38卷(第2期),2008(03)：107-111
[21]郑长鸣.基于系统观的知识型员工绩效管理研究.[学位论文],西南财经大学,2008
[22]夏福斌,路平.关系绩效理论及其应用.经济研究导刊,第4卷(第15期),2010(08)：140-142
[23]许一.目标管理理论述评.外国经济与管理,第28卷(第9期),2006(09)：1-15
[24]Meena Chavan. The balanced scorecard:a new challenge. Journal of Management Development,2009(28):393-406
[25]Marvin Soderberg, Suresh Kalagnanam, Norman T. Sheehan. When is a balanced scorecard a balanced scorecard. International Journal of Productivity and Performance Management,2011 (04):189-210
[26]李晓光.平衡计分卡的理论和实践.中国质量,第13卷(第10期),2011(10)：37-39
[27]周秀梅.人力资源整合的理论与实践.合肥工业大学学报(社会科学版),第17卷(第5期),2003(10)：67-70
[28]李开新,叶龙.电信企业管理人员绩效考核体系研究.山东大学学报(哲学社会科学版),第12卷(第5期),2012(05)：136-141
[29]李萍.德国电信高层人员职业化策略评述.通信世界,2003(04)：31-32
[30]M. Punniyamoorthy, R. Murali. Balanced score for the balanced scorecard:a benchmarking tool, Benchmarking:An International Journal,2008(04):420-442
[31]国资委综合局.关于进一步加强中央企业全员业绩考核工作的指导意见.http://www.sasac.gov.cn/n1180/n1211/n2695/n1545063/12348486.html
[32]乔东.管理思想哲学基础反思.[学位论文],清华大学,2005
[33]Carmen Aranda, Javier Arellano. Strategic performance measurement systems and managers'understanding of the strategy:A field research in a financial institution, Journal of Accounting & Organizational Change,2010(03):330-358
[34]陈志军,胡晓东,王宁.管理控制理论评述.山东社会科学,第5卷(第12期),2005(06)：126-128
[35]丁畅,诸克军.煤矿企业绩效考核的战略管理.理论月刊,第13卷(第5期),2011(05)：164-165
[36]丁宁宁,张国栋.绩效考评的系统性对组织承诺的影响：组织信任的中介作用.山东经济,第28卷(第3期),2011(05)：83-88
[37]盛攀峰.电信产业经济学特征分析.西安邮电学院学报,第13卷(第2期),2008(05)：26-29
[38]孙涛,杜鹏东.统计软件SPSS在试卷再测信度计算中的应用.实验技术与管理,第25卷(第3期),2008(03)：89-91
[39]Tomas Backstrom. How to organize for local resource generation. Learning Organization,2009(03):223-236
[40]白胜.平衡计分卡理论的研究和展望.财会月刊,第19卷(第24期),2012(08)：6-8
[41]何惠,冯任重.我国电信服务业与经济增长的相关性分析.经济理论与经济管理,第11卷(第8期),2005(08)：15-20
[42]Dorothea Greiling. Balanced scorecard implementation in German non-profit organisations. International Journal of Productivity and Performance Management,2010(06):534-554
[43]国家统计局.2010年年鉴.http://www. stats.gov.cn/tj sj/ndsj/2010/indexch.htm
[44]刘瑞明,白永秀.晋升激励与经济发展.南方经济,第16卷(第1期),2010(01)：59-70
[45]Simona Mihai Yiannaki. A systemic risk management model for SMEs under financial crisis. International Journal of Organizational Analysis,2012(04):406-422
[46]骆品亮.相对绩效评估与综合绩效评估的激励效率比较分析.中国管理科学,第13卷(第6期),2005(12)：118-124