摘要
相对绩效信息、目标关键结果与薪酬绩效的实验研究
摘要
当今，单一以竞争为主的绩效考核方法已不能激发员工持续提高薪
酬绩效，传统激励手段的局限性日益凸显。本文通过采用实验研究方法，
在企业现场实验和实验室实验情境下，考察相对绩效信息（RPI）与目标
关键结果（OKR）对薪酬绩效的作用效果，旨在找寻持续提高薪酬绩效的
关键因素，为企业薪酬制度改进提供研究支持。
本文的研究结论及贡献在于：（1）实验研究结果表明：目标关键结
果与相对绩效信息存在交互作用，且目标关键结果能够促进相对绩效信
息对薪酬绩效的正向影响。（2）统计结果显示：与有相对绩效信息、无
目标关键结果以及无相对绩效信息、有目标关键结果相比，当同时为员
工提供相对绩效信息和目标关键结果时，其薪酬绩效提升显著，并缓解
了企业激励懈怠现象，有效促进了企业整体效益的增长。（3）本文的研
究弥补了现有薪酬绩效管理在相对绩效信息、目标关键结果两个方面过
多关注结果，较少重视绩效形成过程中人的心理变化对薪酬绩效影响的
不足，为企业提供了在中国特殊的制度环境下有效提升薪酬绩效的途径。
关键词：相对绩效信息，目标关键结果，薪酬绩效
I
ABSTRACT
RESEARCH ON RELATIVE PERFORMENTS INFORMATION
OBJECTIVE KEY RESULTS
AND PAY PERFORMENTS
ABSTRACT
Nowadays, single competition-based performance appraisal method can not stimulate
employees to continuously improve pay performance, and the limitations of traditional
incentive methodsare increasingly prominent. Byusing theexperimental research
method, this paper examines the effect of relative performance information ( RPI ) and
objective key results ( OKR ) on compensation performance in the context of enterprise
fieldexperiments andlaboratory experiments,aimingto findthe keyfactorsthat
continuously improve compensation performance and provide research support for the
improvement of enterprise compensation system.
The research conclusions and contributions of this paper are as follows.( 1 ) The
experimental results show that there is an interaction between objective key results and
relative performance information, and objectivekey results can promote the positive
impact of relative performance information on salary performance.( 2 ) The statistical
results show that : compared with the relative performance information, no objective key
results and no relative performance information, objective key results, when providing
relative performance information and objective key results for employees at the same time,
the salary performanceis significantly improved, andthe phenomenon of enterprise
incentive slackis alleviated,which effectivelypromotes thegrowth ofthe overall
efficiency of the enterprise.（3）From the perspective of human nature, this paper makes up
for the deficiency of the existing compensation performance management that pays too
much attention to the results in the two aspects of relative performance information and
objective key results but pays less attention to the impact of human psychological changes
on performance in the process of performance formation, and provides enterprises with an
effectivewaytoimprovecompensationperformanceinthespecialinstitutional
environment of China.
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