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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。
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