【摘要】：現(xiàn)如今我國(guó)高新技術(shù)制造型汽車及下級(jí)企業(yè)日益蓬勃發(fā)展,本土企業(yè)及中外合資企業(yè)如雨后春筍般逐漸增多。研發(fā)能力作為企業(yè)最關(guān)注的競(jìng)爭(zhēng)力之一,在各家企業(yè)之間明爭(zhēng)暗斗中漸漸起到了至關(guān)重要的作用。提升企業(yè)新產(chǎn)品研發(fā)部門能力十分重要,而在提升研發(fā)能力的諸多方式方法中,對(duì)研發(fā)人員的績(jī)效考核制度的合理設(shè)計(jì)是其中十分重要的環(huán)節(jié)。本文依托于本人所在企業(yè)上海BS公司研發(fā)部門為研究對(duì)象,以理論分析為研究基礎(chǔ),實(shí)證分析為方法,首先梳理人力資源管理在研發(fā)績(jī)效考核制度領(lǐng)域的理論研究成果,分析研發(fā)人員特點(diǎn)及績(jī)效考核需掌握的基本原則,并從現(xiàn)有的績(jī)效考核制度研究成果包括績(jī)效考核方法,工具等學(xué)習(xí)并借鑒,旨在為解決BS公司研發(fā)部門績(jī)效考核制度出現(xiàn)的問(wèn)題提供指導(dǎo)及幫助。其次在理論分析基礎(chǔ)上進(jìn)行實(shí)證研究,以BS公司研發(fā)部門現(xiàn)行的績(jī)效考核制度具體實(shí)施現(xiàn)狀為基礎(chǔ),找到存在的六個(gè)方面問(wèn)題與不足,分析了問(wèn)題產(chǎn)生的原因,包括績(jī)效考核方法選擇、績(jī)效考核周期制定、績(jī)效考核指標(biāo)設(shè)定、績(jī)效考核公平性保證、績(jī)效面談及反饋有效性和員工參與度提升等。在確定研發(fā)績(jī)效考核機(jī)制改進(jìn)點(diǎn)后基于BS公司研發(fā)部門人員績(jī)效考核制度及本公司研發(fā)人員工作基于項(xiàng)目流程的特點(diǎn)進(jìn)行再設(shè)計(jì),明確績(jī)效考核工具,使用平衡記分卡思想和360績(jī)效考核工具相結(jié)合的方法將本公司以往并未考慮的客戶及其他平行部門對(duì)員工的績(jī)效考核評(píng)估維度納入績(jī)效考核體系。其次根據(jù)項(xiàng)目開(kāi)發(fā)以及設(shè)計(jì)成熟度的不同階段劃分績(jī)效考核周期,配合項(xiàng)目組中的各部門人員及客戶對(duì)員工進(jìn)行考評(píng)。本文在現(xiàn)行制度中的結(jié)果性績(jī)效考核指標(biāo)基礎(chǔ)上細(xì)化開(kāi)發(fā)過(guò)程中的過(guò)程性指標(biāo),通過(guò)工具及指標(biāo)的再設(shè)計(jì)確�？己说墓叫�,從而明確績(jī)效考核的面談反饋流程,構(gòu)建績(jī)效結(jié)果問(wèn)題反饋渠道,提高被考評(píng)人員的參與度。本文提出新績(jī)效考核制度導(dǎo)入的具體前提和保障措施,指導(dǎo)新績(jī)效考核的實(shí)踐工作,旨在切實(shí)通過(guò)績(jī)效考核制度優(yōu)化來(lái)提升研發(fā)部門員工能力進(jìn)而增強(qiáng)企業(yè)核心競(jìng)爭(zhēng)力。
[Abstract]:Nowadays, high-tech manufacturing cars and subordinate enterprises are booming in our country, and local enterprises and Sino-foreign joint ventures are springing up gradually. As one of the enterprises' most concerned competitiveness, R & D capability has gradually played a vital role in the infighting between enterprises. It is very important to improve the capability of R & D department of new products, and among the ways and means of improving R & D capability, the reasonable design of R & D personnel performance appraisal system is very important. This paper relies on the R & D department of Shanghai BS Company as the research object, taking the theoretical analysis as the research foundation, the empirical analysis as the method, first combs the human resources management in the research and development performance appraisal system domain theory research achievement. This paper analyzes the characteristics of R & D personnel and the basic principles of performance appraisal, and studies and draws lessons from the existing research results of performance appraisal system, including performance appraisal methods, tools, etc. Aims to solve the BS R & D department performance appraisal system to provide guidance and help. Secondly, on the basis of theoretical analysis, based on the actual implementation of the current performance appraisal system in R & D department of BS Company, this paper finds out the existing six problems and deficiencies, and analyzes the causes of the problems. Including performance evaluation method selection, performance appraisal cycle formulation, performance evaluation index setting, performance appraisal fairness assurance, performance interview and feedback effectiveness and employee participation. After determining the improvement point of R & D performance appraisal mechanism, based on the performance appraisal system of R & D department of BS Company and the characteristics of R & D personnel work based on project flow, the paper defines the performance appraisal tools. By using balanced scorecard and 360 performance appraisal tools, the performance evaluation dimensions of customers and other parallel departments that have not been considered in the past are brought into the performance appraisal system. Secondly, according to the different stages of project development and design maturity, the performance appraisal cycle is divided. In this paper, the process indicators in the development process are refined on the basis of the result performance appraisal indicators in the current system, and the fairness of the appraisal is ensured through the re-design of the tools and indicators, so as to clarify the interview feedback process of the performance appraisal. Build the feedback channel of the performance result question, improve the participation degree of the examinees. This paper puts forward the concrete premise and safeguard measures of introducing the new performance appraisal system, guiding the practice work of the new performance appraisal system, aiming at improving the staff ability of R & D department and enhancing the core competence of the enterprise through the optimization of the performance appraisal system.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.471

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