本文關(guān)鍵詞： 績效考核體系 中層管理人員 平衡計(jì)分卡　出處：《新疆大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：績效考核作為人力資源管理的重要手段,在企業(yè)培育核心競爭力方面起著至關(guān)重要的作用。良好的績效考核體系不僅能夠客觀評(píng)價(jià)員工的工作業(yè)績,而且能夠幫助員工持續(xù)不斷提升崗位技能,尤其是對(duì)于企業(yè)的中層管理者,他們是企業(yè)戰(zhàn)略決策的具體執(zhí)行者和企業(yè)重點(diǎn)培養(yǎng)的對(duì)象,因此更加需要一套完善、合理的績效考核體系對(duì)其工作進(jìn)行評(píng)價(jià)�；诖�,本文以伊電集團(tuán)中層管理者績效考核為例,綜合運(yùn)用績效考核相關(guān)理論,通過實(shí)證分析企業(yè)現(xiàn)行績效考核體系存在的問題,提出完善中層管理者績效考核體系的改進(jìn)方案。在中層管理人員績效考核問題診斷上,本文堅(jiān)持沒有調(diào)查就沒有發(fā)言權(quán),通過采用查閱歷史考核資料、發(fā)放調(diào)查問卷,走訪企業(yè)中、高層人員等多種方式,獲取真實(shí)、可靠的績效考核信息,掌握了伊電集團(tuán)中層管理人員績效考核體系現(xiàn)狀及實(shí)施效果,并運(yùn)用歸納分析、對(duì)比分析等多種方法進(jìn)行梳理總結(jié),得出了現(xiàn)行企業(yè)中層管理人員績效考核體系存在績效考核指標(biāo)與戰(zhàn)略脫鉤、績效考核缺少績效面談與反饋程序、指標(biāo)考核權(quán)重設(shè)置不合理等突出問題,為改進(jìn)中層管理人員績效考核體系打下良好的信息基礎(chǔ)。在中層管理人員績效指標(biāo)設(shè)計(jì)方面,本文嘗試將關(guān)鍵績效指標(biāo)與平衡計(jì)分卡相結(jié)合,以企業(yè)發(fā)展戰(zhàn)略為指導(dǎo),以組織戰(zhàn)略分解為主線,以無形資產(chǎn)開發(fā)為驅(qū)動(dòng)力,繪制了企業(yè)戰(zhàn)略地圖,提煉出了決定企業(yè)成功與否的關(guān)鍵績效指標(biāo),形成了一個(gè)行之有效的關(guān)鍵指標(biāo)提煉程序,也取得企業(yè)主要負(fù)責(zé)人的認(rèn)可。另外在指標(biāo)權(quán)重設(shè)定上運(yùn)用層次分析法,建造層次結(jié)構(gòu)模型,構(gòu)造判斷矩陣,進(jìn)行一致性檢驗(yàn),減少評(píng)價(jià)的主觀性。在中層管理人員績效考核指標(biāo)分解上,本文注重被考核者的全程參與,提倡采用由接受指標(biāo)的中層管理人員討論確定。每個(gè)中層管理人員在接受績效指標(biāo)的時(shí)候都會(huì)充分考慮其他部門和崗位的協(xié)調(diào)和配合,從全局來看這種由責(zé)任部門和責(zé)任人直接參與的、協(xié)商一致確定績效考核內(nèi)容的方法,不僅可以能使參與討論每個(gè)中層管理人員充分了解企業(yè)的發(fā)展戰(zhàn)略目標(biāo)和自身的角色定位,增強(qiáng)使命感和責(zé)任心,而且有力地確保了部門之間、崗位之間的協(xié)調(diào)配合。在中層管理人員績效考核實(shí)施的環(huán)境設(shè)計(jì)上,本文強(qiáng)調(diào)傳承與改進(jìn)并重,尊重企業(yè)的首創(chuàng)精神。在中層管理人員具體績效指標(biāo)的設(shè)計(jì)上,本文將提煉的關(guān)鍵績效考核指標(biāo)與企業(yè)現(xiàn)行績效考核指標(biāo)進(jìn)行比對(duì)分析,優(yōu)化了指標(biāo)體系,做到長短期利益的平衡。同時(shí)本文強(qiáng)調(diào)保持企業(yè)原有和諧融洽的文化氛圍,降低民主測評(píng)指標(biāo)權(quán)重,盡量減少民主測評(píng)對(duì)人際關(guān)系的沖擊。
[Abstract]:As an important means of human resource management, performance appraisal plays an important role in cultivating the core competitiveness of enterprises. A good performance appraisal system can not only objectively evaluate the performance of employees. Moreover, it can help employees to continuously upgrade their post skills, especially for middle-level managers of enterprises, who are the specific executors of enterprise strategic decisions and the targets of enterprises' key training, so they need a set of perfection more. Based on this, this paper takes the performance appraisal of the middle managers of Yideng Group Group as an example, synthetically applies the relevant theory of performance appraisal, and analyzes the existing problems of the current performance appraisal system through empirical analysis. On the diagnosis of the performance appraisal of middle managers, this paper insists that there is no right to speak without investigation, and through the use of historical assessment materials, the issue of questionnaires, Visit the enterprise, senior personnel and other ways to obtain real and reliable performance appraisal information, master the performance appraisal system of the middle management of Yidan Group and the implementation results, and use induction analysis, Through comparative analysis and other methods, it is concluded that there is a decoupling of performance appraisal index from strategy in the current performance appraisal system of middle-level managers, and the performance appraisal lacks performance interview and feedback program. In order to improve the performance appraisal system of middle management, it lays a good information foundation for the design of performance indicators for middle managers, such as unreasonable setting of index weights and so on. This paper attempts to combine the key performance indicators with the balanced Scorecard, take the enterprise development strategy as the guide, take the organizational strategy decomposition as the main line, take the intangible asset development as the driving force, and draw the enterprise strategic map. The key performance indicators that determine the success of an enterprise are refined, and an effective procedure for refining key indicators is formed, which is also recognized by the main responsible persons of the enterprise. In addition, the Analytic hierarchy process (AHP) is used to set the index weights. Build hierarchical structure model, construct judgment matrix, check consistency, reduce subjectivity of evaluation. Promote the adoption of a discussion by the middle level manager who accepts the indicator of achievement. Each middle manager will take full account of the coordination and coordination of other departments and positions when accepting the performance indicator. Judging from the overall situation, this method of determining the content of the performance appraisal by consensus with the direct participation of the responsible department and the responsible person, It not only enables each middle manager to fully understand the strategic objectives and role orientation of the enterprise, enhances the sense of mission and responsibility, but also ensures a strong interdepartmental relationship. In the environment design of performance appraisal implementation of middle management, this paper emphasizes both inheritance and improvement, respects the pioneering spirit of the enterprise, and designs the concrete performance index of middle management. In this paper, the key performance appraisal index is compared with the current performance appraisal index, and the index system is optimized to balance the long-term and short-term benefits. At the same time, this paper emphasizes on maintaining the original harmonious and harmonious cultural atmosphere of the enterprise. Reduce the weight of democratic evaluation index and minimize the impact of democratic evaluation on interpersonal relations.
【學(xué)位授予單位】：新疆大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.61

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