The Study Of The Performance Evaluate Mechanism On H Company’s Knowledge Workers

China’s GDP growth rate has slowed down since 2012 and the 10% growth rate over the past 3 decades is no longer the case.There are fundamental shifts in terms of economic growth phase.Under the new normal,it’s innovation-driven rather than investment-driven,entering an era of “shifting economic growth pace,structural reform and post-stimulus period.”In the face of new economic development features,the state council and the central party committee adopt an innovation-driven growth strategy.Self-reliant innovation capacity lies at its heart and innovative talents are greatly needed.Knowledge is power,talents determines the future.Against this backdrop,knowledge workers are crucial to the progress of a company and the society at large.How to establish a pragmatic performance assessment mechanism for knowledge workers has always been a challenge for most of the companies.The current research literature has 2 constraints: 1.The performance assessment method and mechanism doesn’t take the features of knowledge workers into account;2.To have a proper assessment mechanism in place,we should assign the rights for appraisal to certain qualified personnel.Thus,the result is more likely to be accepted.How to transfer the individual authority to organizational authority,and how to establish a widely recognized performance appraisal standards and procedure is not touched upon by existing research.Therefore,this paper focuses on how to establish such a mechanism so that knowledge workers can be properly evaluated.There are 3 key issues to be addressed: First,this paper truly reflects H company’s IPD project,trying to approach it from the internal information,research and reports by others and materials made by external consulting groups to form a triangle of proof.In this way,it can reflect how to put in place a performance assessment mechanism for knowledge workers.This paper also addresses the key stages of how this mechanism is developed.Secondly,this paper aims to analyze the internal logic of how this mechanism can evaluate the performance of knowledge workers properly.Thirdly,the paper analyzes the critical factors and conditional elements,including leadership support,process alignment,knowledge management,system support,compensation and resources allocation so that the methodology for H company can be well structured and explicit.This paper adopts a case study method to reflect the process of IPD project of H company.The research findings are as follows: Establish the basic thoughts on performance assessment for knowledge workers,i.e.replacing individual authority with organizational authority and there are several steps: 1.Break down the work flow in a standard way;2.Build a knowledge management system so that the skills and new knowledge learned can be consolidated as the organizational assets;3.Based on expert build knowledge to evaluate the worker’s performance and conduct compensation and resource allocation.The core issue for performance management of H company lies in the establishment of performance assessment indicators built on the shared knowledge.This is different from individual authority and organizational authority has a longer-term influence and it can facilitate the formation of desired behaviors of the workers.It can also guide the workers to choose the proper actions.Built on this basis,a shared behavior pattern and organizational culture is right there.This article further analyzes the process of IPD project,and we find that many conditional factors and prerequisites should be met before the implementation of the mechanism.In essence,it’s a top-down managerial reform,aiming at putting a managerial mechanism in place.Full support from the leaders is essential.We also need to comb the business workflows in a detailed way.In addition,we should set up a KM system so that knowledge learned by individuals can be transferred into the one for the company.Finally,guide the workers towards desired behaviors through resource allocation system,thus a vicious cycle is formed.The practical implication of this paper lies in the analysis of the key process and internal mechanism of the performance appraisal for knowledge workers based on a true reflection of the process of establishing the mechanism.It is translated into an effective methodology and the critical factors are clearly identified.This would be helpful for the company to grasp the key issues when it comes to the performance appraisal for knowledge workers.They can establish a suitable mechanism based on their company’s condition and motivate knowledge workers to improve their performance and drive the growth of the company.The theoretical meaning of the paper is a summary of the precise assessment mechanism for knowledge worker’s contribution to the company based on the managerial practice of H company.By establishing organizational authority through shared knowledge pool by experts,we can replace individual authority with organizational authority,which can also offer a new perspective to the existing theories.The limitations of this paper are the narrow source of case materials and the limited discussion on the effectiveness of the performance appraisal.In the next stage of research,through the triangle of proof with multiple input sources,I will explore better ways to enhance its effectiveness so that the research can have a higher construct validity.