索尼衰败,微软失去十年,暴露出绩效管理的弊端。但对大部分中国规模化民企而言,其绩效管理所面临的是如何“造型”的问题。就绩效管理,近期有两个跨国企业的案例颇能吸引人眼球:一是索尼前高管天外伺郎撰文指责“绩效管理扼杀了索尼的激情集团,毁灭了挑战和团队精神”;另一则是美国杂志《名利场》刊文称,“不讲情理、残酷严厉” Sony's decline, Microsoft lost ten years, exposing the drawbacks of performance management. However, for most Chinese large-scaled private enterprises, their performance management is facing the problem of “styling”. Performance management, the recent case of two multinational companies quite eye-catching: First, Sony's former chief executive Tetsuya Otaro author accused “performance management killed Sony's passion group, destroyed the challenge and team spirit ”; the other Is the United States magazine, “Vanity Fair,” published an article saying, “unreasonable, brutally harsh ”