Performance Evaluation of Operators -- Stakeholder Model

Author: Li Pingli
Publisher:
Publish Date: 2001-11-01
Features: This book aims to construct an analytical framework for factors influencing the behavior of corporate managers based on the stakeholder theory, and propose a basic model for designing performance evaluation schemes for managers. This basic model should be both theoretically systematic and highly operational. In the modern economic society, how to coordinate the interests of managers and owners and promote the enthusiasm of managers to work for the owners' benefit is a crucial issue to ensure the effective operation of modern corporate organizations. This coordination can be achieved through direct and indirect influences on managers' behavior. Under market economy conditions, these factors influencing managers' behavior include external market, regulations, culture, traditions, and internal constraints and incentive mechanisms within the enterprise as a background. These internal and external factors work together and interact, synergistically applied to form a system of managerial constraints and incentive mechanisms that control agency costs under certain external conditions, thereby promoting the efficiency of corporate organizations. Managerial performance evaluation is an integral part of such constraints and incentive mechanisms. On one hand, it is influenced by other institutional and cultural factors that affect managers' behavior, and must be coordinated with them. On the other hand, it starts from the communication of corporate business objectives and development strategies with the managers' own interests, and designs a relatively independent incentive mechanism through the recognition of managers' responsibilities, authority, and their own interests. Thus, three levels of research questions arise: First, the understanding of constraints and incentive mechanisms influencing managerial behavior, and the position of managerial performance evaluation within such a large system—managerial performance evaluation environmental analysis; Second, the understanding of the responsibilities undertaken by managers and the corresponding responsible entities—managerial performance evaluation organizational issue research; Third, the understanding of managers' needs and the coordination methods between these needs and the interests of the aforementioned responsible entities—design of a managerial performance evaluation method system based on the above research. The research in this book adopts a combination of normative theoretical research and case studies. From the entire research process and the conclusions obtained, the author believes that case studies have complemented theoretical research well, not only enhancing the operability of the theoretical model but also contributing to the deepening of theoretical research. The breakthroughs of this book are in two aspects: First, we propose an analytical framework for organizational managerial performance evaluation and the design of a method system, and use actual cases to illustrate its application and significance, thereby giving it universal practical guidance. Second, the analytical framework is based on the stakeholder theory, but further studies the protection mechanisms for the interests of different stakeholders and the channels through which they influence managers, not only enhancing the systematic nature of the analytical framework itself but also strengthening the practical application significance of the stakeholder theory.