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企业中层管理者在企业中承担创意者、执行者、协调者与辅导者等
多重角色,多重角色定位决定了其绩效评估与管理的复杂性,在绩效评
估与管理中不仅要考虑任务绩效,而且要考虑关系绩效。在文献梳理过
程中发现,当前企业绩效研究与实践更偏重于任务绩效,对关系绩效不
够重视,对关系绩效的理解也存在偏差,而较为系统的根据我国企业特
点,有针对性的设计研宄工具对关系绩效进行理论与实证相结合的研宄
就更为少见。因此,在当前背景下,中层管理者作为企业连接高层管理
者与基层员工的枢纽,其关系绩效现状与改进策略的理论与实证研究无
疑具有较高的研究价值。提升中层管理者关系绩效,对于提升企业向心
力和凝聚力、改善企业整体绩效具有十分重要的意义
本文以青岛莱西市为样本,随机抽取8户企业,针对所有在岗中层
管理者进行问卷调查,有效问卷回收率为78. 8%,同时采用关系绩效测评
量表和关键人物访谈提纲等研究工具对收集的资料进行测评和实证分
析,通过研究得出以下主要结论:(1)中层管理者关系绩效、关系绩效
I 的人际促进和工作奉献两个维度、关系绩效的大多数条目对企业整体绩
效的提升具有促进作用(2)关系绩效的两个维度之间能够相互促进(3)
关系绩效的大多数条目对其他条目的提升具有促进作用。最后,针对本
文主要研宄结论提出主要政策建议如下:(1)加强关系绩效理论方面的
研究,结合组织目标与企业文化,构建科学、合理、全面、完整的中层
管理者关系绩效评估和管理体系。(2)在企业中层管理者关系绩效实践
中,选取与整体绩效相关度高而关系绩效得分较低的条目作为优先提升
的对象加以改善,不断提高中层管理者的关系绩效乃至企业的整体绩效
关键词:企业,中层管理者,关系绩效
II THE STUDY OF CONTEXTUAL
PERFORMANCE
ON MIDDLE MANAGERS OF
ENTERPRISE
IN LAIXI,QINGDAO
ABSTRACT
Performance management is an important part of enterprise human
resources management, based on the current research and practice of
enterprise is more emphasis on task performance, define connotation and
extension of enterprise contextual performance, contextual performance path
in the enterprise human resource management, analysis of performance
problems when the relationship between enterprises and their solutions are
undoubtedly important for middle managers of human performance.
This study based on the analysis of the enterprise culture and the
characteristics of our country, the enterprise management functions and
characteristics, the system based on literature research, taking a sample survey,
in qualitative and quantitative, the survey found that: middle managers
contextual performance to improve organizational climate, organizational
mission staff a sense of belonging and work initiative and enthusiasm has a
very important role, but the current number of enterprises lack of contextual
performance, cognitive concept and management path, different positions of
managers of different types of enterprise management performance and
contextual performance management differences, unbalanced development.
Based on the analysis and put forward the following strategies: establishing
enterprise management contextual performance management system;
strengthen the propaganda and Research on the relationship between
enterprise performance management; performance management path
relationship between middle managers design the perfect enterprise; structure
analysis of enterprise management performance, seize the key links, improve
the efficiency of the performance management.
In this paper, take a Laixi, Qingdao as samples, randomly selected 8
enterprises, conducted a questionnaire survey for all in-service middle-level
managers, the valid return rate was 78.8%, and the relationship between
performance evaluation scale and key figures interviews data research tools to
analyze the evaluation and empirical analysis, the main results are as follows:
(1) middle managers interpersonal facilitation and job performance
relationship between the performance and dedication of most of the items in
two dimensions, the relationship between the performance of enterprises has a
IV promoting effect on the overall performance improvement (2) between the
two dimensions of relationship performance can promote each other (3) most
of the items of relationship performance has a promoting effect on other items
upgrade. Finally, the main conclusions of this paper put forward the main
policy suggestions are as follows: (1) to strengthen the research on the
relationship between performance theory, combined with the objectives of the
organization and enterprise culture, construct a scientific, reasonable,
comprehensive and complete middle managers relationship performance
assessment and management system. (2) in the enterprise management
performance in practice, selection and overall performance of high correlation
and relationship performance score lower priority items as object promotion
to improve, and constantly improve the overall performance of middle-level
managers and corporate performance relationship.
KEY WORDS:
enterprise, middle managers, contextual
performance
V 目录
第一章绪论 1
1.1研究背景及研究意义1.1.1 研宄背景1. 1. 2研宄意义1.2研宄方法及研宄内容1.2.1研究内容1.2.2研宄方法1.3研究框架 3
1.4 本文创新之处第二章关系绩效研究综述与相关理论基础2. 1 研宄综述 6
2.1.1关系绩效概述2. 1.2关系绩效的维度分析2. 1. 3影响关系绩效的因素分析2.1.4关系绩效的测评2. 1. 5 文献简评2. 2相关理论基础2. 2. 1 绩效 7
2. 2. 2 绩效管理2. 2. 3 关系绩效2.3中层管理者关系绩效及其重要性VI 第三章企业中层管理者关系绩效现状及存在问题分析3.1现状分析 11
3. 1.1现状分析3.1.2面临挑战分析3.2定性访谈结果分析3.2.1关键人物访谈提纲3.2.2 定性访谈结果3.3存在问题及原因分析3.3.1缺乏对关系绩效的认识3.3.2缺乏相关制度和标准3.3.3受培训缺乏和意识不足影响,不同类型企业,不同岗位性质的中层管理
者其关系及绩效存在差异3.3.4企业缺乏关系绩效管理的实践,激励措施不足,影响了中层管理者关系
绩效提升的积极性第四章企业中层管理者关系绩效测评4. 1测评的设计 18
4. 2测评对象的基本情况4. 2. 1测评对象人口学特征分析4. 2. 2测评对象整体绩效分析4.3测评对象关系绩效分析
21
4. 3. 1总体得分情况
21
4.3.2不同人口学特征得分分析
23
第五章企业中层管理者关系绩效统计分析
30
VII 5.1关系绩效与整体绩效相关性分析
30
5.2关系绩效内部各维度、各条目之间相关性分析
31
5. 2.1关系绩效各维度之间相关性分析
31
5.2.2关系绩效各条目之间相关性分析
31
5.3应优先提升的关系绩效条目分析
32
第六章研究结论与建议
36
6. 1 研宄结论 36
6. 2相关政策建议
36
6. 2. 1构建企业中层管理者关系绩效管理体系
36
6.2.2加强企业中层管理者关系绩效的宣传与研讨
36
6.2.3设计完善的企业中层管理者关系绩效管理流程
36
6. 2. 4区分重要程度,抓住重点环节优先加以解决,提升企业中层管理者关系绩
^ 37
6. 3研宄局限与未来研究方向
38
6. 3. 1研究局限
38
6. 3. 2未来研究方向
38
参考文献 39
m m 4〇
m
作者和导师简介
VIII Contents
Chapter 1 Introduction1.1 Background and Significance of Research1.1.1 Research Background1.1.2 Research Significance1.2 Mehthods and Contents of Research1.2.1 Research Contents1.2.2 Research Methods1.3 Research Framework1.4 The innovation places in this articleChapter 2 A Review of Research on Relationship Performance and
Related Theoretical Basis2.1 Research Summary2.1.1 Relationship Performance Overview2.1.2 Dimensional Analysis of Relationship Performance2.1.3 Analysis of Factors Influencing Relationship Performance2.1.4 Relationship Performance Measurement。。。以上简介无排版格式，详细内容请下载查看
