美华管理传播网,中国经济管理大学,工商管理MBA专业资源库(29年)

 找回密码
 注册

QQ登录

只需一步,快速开始

查看: 2767|回复: 1

[美国教师讲义]教师点评海尔集团《赛马机制》

[复制链接]

该用户从未签到

发表于 2007-8-19 02:12:11 | 显示全部楼层 |阅读模式
教师点评赛马机制
   
       The Horse Race Mechanism
Focused on talent identification, the traditional horse-discover mechanism calls for the leaders’ insight. There are several problems in such mechanism. For the swift horses (talents), they are relatively passive since their fate depends on the leaders’ insight. Without leaders’ discovery and correct identification, they might be misery for their whole life. For the leaders, their correct identification is limited and couldn’t be guaranteed. For the swift horse (talent) selection mechanism itself, the best horse (talent) may not be satisfying considering different situation. The essence of Haier’s horse race mechanism is different from the others in the aspect that the swift horses (talents) themselves are the masters of their fate. Given transparent, equal and just horse race system, the swift horse will show himself among thousands of candidates.
The horse race mechanism includes the following management principles:
From the perspective of Maslow’s Hierarchy of needs Theory, esteem need of the employee is satisfied, and the self-value is realized.
From the perspective of Expectancy Theory, the horse race mechanism used by Haier provides every employee the chance to become an excellent employee or superior manager (once clarified the suitable position in the enterprise, one can satisfy their own need through hard working). Meanwhile, by providing equal competition chance, the horse race mechanism upgrades employees’ expectation value, which fully represents the relationship between reward and satisfaction of individual goal.
From the perspective of Reinforcement Theory, the horse race mechanism is such a positive reinforcement method which enables the talents to achieve the position he desires.
From the perspective of Equity Theory, horse race mechanism provides fair competition which make the employees of Haier find the reward just and rational in compare with their contribution to the enterprise. As long as you have the ability, Haier will provide you the way to success. It is such fair motivation that makes the Haier employees satisfied and great-hearted.
Therefore, the horse rise mechanism resembles a talent producer which could automatically produce talents. In this mechanism, the main responsibility for a manager is not to discover talent but to establish a mechanism which could discover talent itself. Such mechanism could ceaselessly produce talents. This makes it more important than any talent finder.
赛马机制
    传统的相马机制,是等待领导慧眼识人才。这种机制的主要问题有:一是对于千里马来讲,命运掌握在别人手中,十分被动,人才需要等待伯乐来识别,如没被伯乐相中,弄不好将碌碌无为一生;二是伯乐对人才的识别有局限性,谁又能保证伯乐一定能选中最好的马呢?三是假如伯乐总能选中最好的马,但是不是这匹马就是最合适的呢?海尔的赛马则不同,它与相马有本质的区别,千里马的命运掌握在自己手中,管理者作为伯乐,只要建立一个公开、公平和公正的赛马制度,“千里马”就能够在万马奔腾中脱颖而出。
    赛马机制所蕴含的管理思想有:
    从需求层次论来分析,通过赛马机制,员工尊重的需求得到了满足,自我价值得以实现。
    从期望理论来分析,海尔采用的赛马机制,一方面使得每个员工都有成为优秀员工或高级管理人才的可能(找准自己在企业中的位置,只要努力就可能实现自身的需求);另一方面,通过提供平等竞争的机会,提高员工的期望值,充分体现了奖赏与个人目标满足关系。
    从强化理论来分析,赛马机制属于一种正强化手段,通过赛马机制,使有能力的人能够通过公平竞争来成为自己所向往岗位的人。
    从公平理论来分析,通过赛马机制,铁面无私、公平公正的竞争让海尔人感到,自己对海尔的贡献与海尔对自己的回报是公平合理的,只要有能力,海尔就会给你构筑走向成功的舞台。正是这种公平激励,使海尔人感到满意,士气高昂。
    由此可见,海尔的赛马机制恰似一部自动生成人才的“人才生产机”。在这种机制下,管理者的主要职责不是去发现人才,而是建立一种可以发现人才的机制,这种机制本身可以源源不断的产生人才,这一点比一个企业拥有具有敏锐的发掘力的伯乐更为重要。

该用户从未签到

发表于 2011-4-25 23:28:55 | 显示全部楼层
Focused on talent identification, the traditional horse-discover mechanism calls
您需要登录后才可以回帖 登录 | 注册

本版积分规则

快速回复 返回列表 联系我们

社区首页|美华管理传播网|中国经济管理大学|美华管理人才学校|MBA工商管理专业教学资源库|美华管理咨询|北京管理培训|天津管理培训|上海管理培训|深圳管理培训|浙江管理培训|广东管理培训|新疆管理培训|内蒙古管理培训|青海管理培训|广西管理培训|西藏管理培训|吉林管理培训|沈阳管理培训|辽宁管理培训|河北管理培训|山东管理培训|安徽管理培训|福建管理培训|海南管理培训|贵州管理培训|四川管理培训|湖北管理培训|河南管理培训|安徽管理培训|江西管理培训|深圳管理培训|广州管理培训|珠海管理培训|香港管理培训|免费公益MBA培训|美华管理咨询|中国管理传播网|全国管理培训认证网|MBA职业经理培训|中国管理人才库|经理圈|Archiver|手机版|美华管理人才学校|学校新浪微博V|管理考证|MBA公益课堂|律师声明:知识产权保护声明| |网站地图

黑公网安备 23018302010102号

QQ

GMT+8, 2024-11-1 10:26 , Processed in 0.025538 second(s), 19 queries , Gzip On. ICP备13013142号

Powered by Discuz! Templates yeei! © 2001-2010 Comsenz Inc.

快速回复 返回顶部 返回列表