The Trap Of Performance-Based Enterprises Should Pay Attention To

Recently, there is a passage called KPI secret. Internet It's very popular in circles - if one of your KPI is PV (page browsing) and you need to enter the verification code for your website operation. You can set the user's first input of the verification code all errors, refresh the page to enter again when the decision is made. Obviously, this practice can double the KPI based on traffic, but this is a great loss to user experience.

Actually, before that, I have seen at least. Seven or eight industries The so-called "KPI oriented coping strategy". I always think that so much "staff wisdom" is really wasted in the wrong place. However, for many enterprises, they can not simply complain about their professionalism, but should reflect on themselves. Why do we spend so much energy on the performance appraisal system, but we do not really serve the effect we want?

This reminds me of the "performance-based destruction of SONY" - now reviewing the reflective article of SONY's managing director, Mr. Yu, a few years ago, in fact, it is a reference for many Chinese enterprises.

The most important reason for Sony Corp's recent 10 years of downturn is that it has fallen into the trap of "performance-based trap". For example, he pointed out that the popularity of Sony Corp's performance-based theory has led to the demise of the most innovative "passionate group" in the interior. The original "passionately motivated" group, which was originally selfless and spontaneous, was eliminated by performancism because of the direct link between business results and monetary rewards, and employees only worked to get more money. For people, if the external motivation is increasing, the spontaneous motivation will be suppressed. So ultimately, the whole enterprise's innovation spirit and ability have also been lost, which has led the enterprise to slip from leading to outdated.

Although many people doubt that the performance of SONY's failure is somewhat one-sided, he did put forward several very meaningful considerations. In fact, performance theory is gradually becoming the mainstream value system of Chinese enterprises. Because more and more enterprises have gone through the period of entrepreneurship, they need to establish a new management system to meet the larger operation and more solid growth.

However, many companies in China spend a lot of manpower and material resources to introduce performance evaluation system, but often find that their performance is not rising but falling. The company's original atmosphere and culture are no longer clear, and become no personality.

Why do many enterprises have such allergy symptoms of KPI management? I believe the problem is that the managers of the enterprises are too stylized and mechanized for performance management, and thus lose the sense of balance of management. When you allow the scientific nature of management to be maximized, its skill will be completely dissipated, and its ultimate consequence is the same as that of completely non scientific management.

The managers of enterprises must realize that performance management does not mean only quantitative management. Instead of measuring the quality of work, it is entirely replaced by "quantity". Because this is lazy and short-sighted.

No matter in what era or in which country, enterprises should pay attention to the subjective initiative of employees. Therefore, whether it is scientific or artistic management, the purpose should be to let employees shine with enthusiasm and use creativity and wisdom in the same direction as the company's goals.

In the past, the "cultural doctrine" of Chinese enterprises had been overrun. When faced with "performancism", never go to the other extreme.