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5 制造业知识管理绩效评价
一种有效的知识管理绩效评价应该具有系统化的指标体系、规范化的评估过程以及良好的反馈机制。制造企业实施知识管理绩效评价的必要性体现在：
①知识管理不同于有形资产的管理，它是围绕企业的“知识”展开的，但企业的显性知识和隐性知识的管理没有统一的标准，有效地管理存在一定的难度。因此，为适应日益加剧的竞争环境的需要，企业探索和建立适合企业自身的评价体系尤为重要。
②逐步建立和完善知识管理的绩效评价体系，形成评价信息库，有利于发现知识获取、开发、利用、共享等环节的问题，促进知识管理活动的持续改进。
③发挥评价体系的激励作用。有效的评价与激励机制相结合，有助于激发团队和员工的积极性和创造力，提高企业的知识共享程度。因此，评价的过程也就是创造企业价值的过程。
④通过对知识管理状况的有效评价，可以使管理者了解制造业企业知识管理中存在的不足之处，了解影响组织发展的关键因素所在，为制造业企业组织的改进提供理论依据。
5.1 制造业知识管理绩效评价指标设计的基本原则
知识管理绩效评价指标体系的选择和设计必须以科学管理理论、统计理论为依据，这是实现评价指标体系规范、科学的基础。在设计制造业企业的评价指标体系时，应该力求遵循以下几个原则[28]：
①系统性。指标的设计应体现出逻辑关系。
②层次性。指标之间不能相互隶属，也不能将不同的方面的内容纳入到同一指标。
③细分性。指标的含义不能过多，以免不同的评审对指标的内涵产生不同的理解。
④可操作性。评价指标不应过分复杂，从而易于评价。
⑤可比性。指标要具有横向和纵向可比性。
其具体的设计过程是首先采用调研或专家讨论的方法完成指标的初步设计；其次是召开公司高层管理人员和有多年管理咨询项目经验的员工对指标的难易程度、代表性和实用价值进行评价，收集好反馈意见并做必要的修订和完善；最后，选取真实、易于获得的可行的评价信息，确定最优知识管理绩效评价指标。
5.2 制造业知识管理绩效评价指标的筛选原则
在指标的选取中应遵循以下两方面原则：一方面评价企业的组织、人力、技术、市场、知识系统这些资源在知识管理框架下的配置情况，它们是否有利于知识管理的有效实施。譬如：团队文化是否有利于知识管理的开展；公司的信息系统、支撑技术是否满足知识管理的要求、员工状况(员工素质、人员配置)是否满足知识管理目标的实现；另一方面评价知识管理本身对企业的组织、人力、技术、市场这几方面的促进作用，也就是知识转化为有效行为的力度是否合适。如知识管理是否有利于组织效能的提高、知识管理对提高员工技能的贡献、知识管理对技术创新的贡献、团队知识积累是否有所提高、知识管理是否有利于市场的开发和维持、是否有利于提高市场应变能力等等。
①应考虑研究的目的。指标体系要切中所要解决的问题以及研究的目标和目的。
②正确处理定量指标与定性指标的关系。将定量指标与定性指标结合起来，才能建立科学完备的指标体系。
③正确处理指标相关及权重分布的关系。在指标删减过程中，需要合理地处理权重和相关之间的关系，既不能因为权重代表指标对系统的影响程度，而简单地删减权重小的指标，也不能单纯依据指标间相关系数大小所代表的指标间的重叠程度而进行删减。
④因考虑指标的独立性和指标运算过程中的工作量，对前述的指标中意义相近及部分重叠的指标进行了整理，甚至删除了部分指标。
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Answer 1

Manufacturing knowledge management performance evaluation of an effective knowledge management performance evaluation should be a systematic index system standardization of the assessment process and a good feedback mechanism. Manufacturing enterprises to implement knowledge management performance evaluation of the need for embodied in : ① knowledge management different from the management of physical assets, It is the enterprise of "knowledge" start, but the dominant enterprise knowledge and tacit knowledge management is no uniform standard, effective management of a certain degree of difficulty. Therefore, in order to meet the ever increasing competitive environment, enterprises to explore and establish their own enterprises for the evaluation system is particularly important. ② gradually establish and improve knowledge management performance evaluation system and the formation of evaluation information, discovering knowledge acquisition, the development, use, sharing, and other aspects of promoting knowledge management activities continued to improve. ③ play evaluation system incentives. Effective evaluation and incentive mechanism combining to stimulate team and the staff's enthusiasm and creativity, improving the level of knowledge sharing. Therefore, the evaluation process is to create enterprise value. ④ of knowledge management for effective evaluation of the situation, enable managers to understand the manufacturing enterprise knowledge management in inadequate, understand the impact of organizational development lies the key factor for manufacturing enterprises to improve the organization provide a theoretical basis. 5.1 manufacturing knowledge management performance evaluation of the basic design principles of knowledge management performance evaluation system of selection and Total must be scientific management theory and statistical theory, this is evaluation index system standardized, scientific foundation. Manufacturing enterprises in the design of the evaluation system, we should strive to abide by the following principles [28] : ① systemic. Indicators should be designed to reflect the logical relationship. ② hierarchy. Indicators not attached to each other, nor can the different aspects of the contents of the same indicators. ③ sub-sexual. Indicators of meaning not too much, lest different assessment of the content indicators have different interpretations. ④ operability. Evaluation should not be too complicated, so easy to evaluate. ⑤ comparability. Indicators to have horizontal and vertical comparability. Their specific design process is used first investigation or the expert discussions of the complete preliminary design; followed by the convening of the company's top management and has many years of experience in project management consulting staff on the indicators of the ease, representation and practical value assessment, collection good feedback and make necessary revisions and improvements; Finally, select true, easy availability of a viable evaluation information and knowledge management determine the optimal performance evaluation indicators. 5.2 manufacturing knowledge management performance evaluation of the screening principle of the selection of indicators to be followed in the following two principles : While evaluating the organization of enterprises, manpower, technology, market, knowledge systems of these resources in a knowledge management framework configuration, whether they are conducive to knowledge management are effectively implemented. For example : team culture whether it is conducive to the development of knowledge management; Company information system support the technology to meet the requirements of knowledge management, the staff position (quality of the staff, staffing) meet knowledge management goals; Evaluation of the other knowledge to manage their own business organizations, human, technology, and market aspects of this role, which is knowledge into an effective strength of the fit. If knowledge management whether it is conducive to enhancing the effectiveness of the organization, knowledge management to improve staff skills contributions Knowledge Management for the contribution of technological innovation, whether the team accumulated knowledge has increased, Knowledge management whether it is conducive to market development and maintenance, and whether it helps enhance their adaptability to the market, and so on. ① should consider the purpose of the study. Index system to be created in which the problem to be solved and research goals and objectives. ② correctly handle the quantitative and qualitative indicators of the indicators. Quantitative and qualitative indicators indicators combine in order to build a complete system of standards. ③ correctly handle related indicators and weight distribution relationship. In indicator deletion process, the need to properly handle the weight and relevance of the relationship between and not weight indicators of the system on behalf of the extent of the impact, and simply cut small weight indicators, not simply based on the correlation coefficient between the indicators representative of the size of the overlap between the target level for the deletion. ④ due to considerations of indicators and targets for the independence of the process of computation workload, to realize the significance of indicators similar and overlapping of the target finishing, or even delete some indicators.本回答被提问者采纳