基于编辑视角的“后转制时期”出版社绩效管理

Performance Management of the Press during "the Post-Transformation Period" through the View of the Editor

文章系统对比分析进入"后转制时期"的7年间,出版社进行绩效管理的三种模式;深入剖析"后转制时期"出版社绩效考核过程中存在的问题,包括"双重标准"共存、考核过程不透明、考核指标"朝令夕改"、考核指标过多且个别考核值设置过高、重绩效考核轻业绩改善、"诚实"考核带来"负效应"等;指出造成这些问题的主要原因是行政主导的管理惯性依然存在,考核指标设计中对员工的预期考虑不够,绩效考核专业性不足,对考核中反复博弈考量不够。文章提出,要坚持兼顾基础保障与激励相容、公司长远目标与个人兴趣追求、经济利益与社会效益的基本原则,具体操作中,应早出政策、稳定预期,差异指标、精准考核,弱考核、强文化,实现公司和员工的共成长。

Three models of performance management are compared systematically, which are applied in presses during ＂the post-transformation period＂ in the recent seven years. The problems existing in the performance assessment process during ＂the post-transformation period＂ are analyzed deeply, including the coexistence of ＂double standards＂, the nontransparency during the assessment process, the instability of key performance indicators （KPIs）, too many KPIs and over- high value of individual indicators, paying attention to performance assessment rather than performance improvement, ＂negative effects＂ resulted from ＂honest＂ assessment, and so on. Some reasonable reasons are analyzed, including the inertia effect of power-driven management system, taking insufficient account of staffs＇ expectation during the KPI designing process, lack of professional ability of performance management, incomplete thinking of repeated games during the assessment process. The solutions are put forward that the press managers should comply with the basic principle of balancing the fundamental guarantee and incentive compatibility, the company long-term goals and personal interest pursuits, economic benefits and social benefits. During concrete operation, the press managers should make the policy as soon as possible and stabilize stalin＇ expectations, differentiate KPIs and assess the performance accurately, even prefer enterprise culture rather than performance assessment, and experience mutual progress of the press and staffs together.