40年来企业绩效管理演进及国内外研究进展——基于中国企业管理环境变迁的视角

Evolution of Business Performance Management and Its Research at Home and Abroad in the Past 40 Years:A Perspective of the Changes of Chinese Business Management Environment

通过对近40年来相关文献的梳理分析,可以把握中国企业管理环境变迁、企业变革与绩效管理的关系及其演化进程。根据企业内、外部环境不同,将管理环境大概划分为四个阶段,并在四阶段框架内分别阐述绩效管理理论与实践的发展。研究发现,绩效管理在不同历史时期包含的理念和方法各不相同:改革开放初期,主要体现为目标管理;20世纪90年代,平衡计分卡引导企业关注财务和非财务综合绩效;进入21世纪,关键绩效指标和360度考评反馈开始流行;而随着移动互联时代的到来,目标与关键成果法(OKR)和中国式绩效管理则凸显其重要性。同时,基于历史的回顾分析,未来中国管理情境下的绩效管理研究在八个方面体现出其发展趋势:绩效管理是一场“革命”,更新只对下不对上的传统绩效考核观,“绩效”概念亟待更新,重新审视绩效考核的目标,让绩效管理成为工作常态,绩效指标要从静态到动态,绩效管理需要纵横结合,战略落地功能要与开发激励功能相关联。

Through combing and analyzing the relevant literatures in the past 40 years,this paper studies the relationship between the changes of Chinese business management environment,business reform and performance management and the evolution process of the relationship.Based on the difference between the internal and external environment of the enterprises,the management environment is roughly divided into four stages.In the framework of the four stages,the development of performance management theory and practice is expounded respectively.It is found that the philosophy and methods of performance management are different in different historical periods.In the early stage of the reform and opening up,it was mainly management by objectives(MBO).In 1990s,the balanced scorecard directed enterprises to pay attention to financial and non⁃financial comprehensive performance.At the beginning of the 21st century,key performance indicators(KPI)and 360⁃degree feedback started to prevail.With the advent of the mobile internet era,OKR and Chinese⁃style performance management are highlighted as of significance.Based on the historical review and analysis,the future performance management research in the context of management in China shows its development trend in eight aspects.Performance management is a“revolution.”The traditional view on performance appraisal,which evaluates only the employees instead of the superiors,should be renewed.The concept of“performance”needs to be updated.The objectives of performance appraisal should be re⁃examined.Performance management should become a daily work.Static performance indicators should be changed to those of dynamic.Vertical and horizontal development needs to be integrated in performance management.The strategy implementation function should be correlated with the human resources development and incentive function.