日本经营之圣稻盛和夫先生，总结了自己成功的法宝离不开其首创的企业经营模式 ——“阿米巴”经营。所谓阿米巴经营模式，简而言之，就是把公司分成多个自主经营 单元，每个经营单元通过独立核算，自主承担盈亏，实现全员参与经营，在利他共赢理 念之下，依靠全体智慧和努力完成企业经营目标，实现企业的持续发展。 ZD公司是中国移动通信集团下设专业公司的省级分支机构，既受制于国有企业的体 制机制，同时还要面临行业公开市场的考验与挑战。连续几年的亏损，使ZD公司在团 队士气、内部管理与经营、行业竞争、上下游话语权等方面均出现了式微与衰减。因此， 传统的绩效管理体系已无法支撑ZD公司的生存发展，要解决的不仅是发展与停滞的问 题，更是生与死的抉择。基于上述困境，ZD公司从绩效管理角度，通过内部访谈，聚焦 了当前制约发展的几个关键问题，并分析挖掘潜在的原因。于是在领导层的战略决策下， 决定对一线团队的绩效管理进行一场大变革，方法就是引入阿米巴经营。 ZD公司在应用阿米巴模式，优化绩效管理的过程中，基于组织保障，构建了以地市 营销中心为基础的阿米巴组织，固化了内部交易规则与费用分摊方案，打造了阿米巴经 营模式实施的基础。在原有KPI考核体系之上，设计了基于阿米巴经营模式的单位时间 附加值考核，形成了两种绩效管理工具的有效融合、优势互补，不仅顺应了企业绩效管 理发展趋势，也为阿米巴模式在国有通信行业的应用提供了可行性案例。 ZD公司在原有KPI考核与单位时间附加值考核两种绩效管理工具的应用下，通过优 化绩效沟通方式、绩效评价与应用结果，进一步优化了市场一线阿米巴组织与成员考核 体系，量化衡量组织与员工收益贡献，更好地实现了绩效管理对团队及成员的正向激励， 并培养了一批具有经营者意识的管理人员，实现了员工个人发展与企业持续健康经营的 统一，扭转了经营困局，有效提升了ZD公司盈利能力，也为中国移动专业化公司转型 发展提供参考与借鉴。 关键词：阿米巴经营；绩效管理；中国移动 II Abstract Mr Kazuo Inamori, the sage of Japanese management,summed up his magic weapon of success, which can not be separated from his original business model ——Amoeba business model, in short, is to divide the company into several autonomous business units, each business unit through independent accounting, autonomous assume profits and losses, to achieve full participation in the operation, under the concept of altruism and win-win Rely on the wisdom of all and strive to achieve the business objectives of enterprises, enterprises to achieve sustainable development. ZD company is a provincial branch of a professional company under China mobile communication group. It is not only subject to the system and mechanism of state-owned enterprises, but also faces the test and challenge of the open market of the industry. The loss for several consecutive years has made ZD company decline and decline in team morale, internal management and operation, industry competition, upstream and downstream discourse. Therefore, the traditional performance management system has been unable to support the survival and development of ZD company. What we need to solve is not only the problem of development and stagnation, but also the choice of life and death. Based on the above difficulties, ZD company focuses on several key problems restricting development and analyzes the potential reasons through internal interviews from the perspective of performance management. Therefore, under the strategic decision of the leadership, it was decided to make a great change in the performance management of the first-line team by introducing amoeba management. In the process of applying the amoeba model and optimizing performance management, ZD company has built amoeba organization based on the marketing center of the city, solidified the internal transaction rules and cost sharing scheme, and built the foundation for the implementation of the amoeba business model. On the basis of the original KPI assessment system, the unit time added value assessment based on the amoeba business model is designed, forming the effective integration and complementary advantages of the two performance management tools, which not only conforms to the development trend of III enterprise performance management, but also provides a feasible case for the application of the amoeba model in the state-owned communication industry. Under the application of two performance management tools, KPI assessment and unit time added value assessment, ZD company further optimizes the assessment system of amoeba organizations and members in the market, quantifies the contribution of organizations and employees, better realizes the positive incentive of performance management to teams and members, and cultivates A group of managers with the sense of managers have realized the unity of personal development of employees and sustainable and healthy operation of the enterprise, reversed the dilemma of operation, effectively improved the profitability of ZD company, and also provided reference and reference for the transformation and development of China Mobile specialized company. Keywords: AMOEBA operations;performance management;China Mobile IV 目录 1 绪论 ........................................................................................................................................ 1 1.1 研究背景及意义 .......................................................................................................... 1 1.1.1 研究背景 ............................................................................................................ 1 1.1.2 研究意义 ............................................................................................................ 2 1.2 国内外相关研究 .......................................................................................................... 2 1.2.1 企业绩效管理研究 ............................................................................................ 2 1.2.2 阿米巴经营模式研究 ........................................................................................ 4 1.3 研究内容和方法 .......................................................................................................... 7 1.3.1 研究内容 ............................................................................................................ 7 1.3.2 研究方法 ............................................................................................................ 8 1.4 本文的创新之处 .......................................................................................................... 9 2 ZD公司绩效管理现状及问题分析 .................................................................................. 11 2.1 ZD公司简介 ............................................................................................................... 11 2.1.1 公司概况 .......................................................................................................... 11 2.1.2 公司人力资源 .................................................................................................. 11 2.1.3 公司运营现状 .................................................................................................. 12 2.2 ZD公司绩效管理体系 ............................................................................................... 13 2.2.1 企业绩效体系 .................................................................................................. 13 2.2.2 部门绩效体系 .................................................................................................. 15 2.2.3 员工绩效体系 .................................................................................................. 17 2.2.4 绩效管理配套流程 .......................................................................................... 17 2.3 ZD公司绩效管理体系存在的问题及原因分析 ....................................................... 18 2.3.1 绩效管理存在的问题 ...................................................................................... 18 2.3.2 绩效管理存在问题的具体原因分析 .............................................................. 21 3 ZD公司阿米巴模式下绩效管理体系的基础构建 .......................................................... 23 3.1 改善绩效管理及构建阿米巴的内部运行环境 ........................................................ 2