本文關(guān)鍵詞： 技術(shù)型員工 績效考核 管理優(yōu)化　出處：《東華大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：現(xiàn)代企業(yè)間的競爭已經(jīng)由產(chǎn)品間的競爭發(fā)展成為技術(shù)和人才方面的競爭。所以技術(shù)型人才對于任何一個企業(yè)來說都是寶貴的資源,企業(yè)都希望能夠大力吸引和培養(yǎng)人才,讓人才為企業(yè)創(chuàng)造更多的價值。企業(yè)的績效考核水平很大程度上影響著企業(yè)的人力資源管理水平,企業(yè)通過設(shè)置科學(xué)合理的績效考核體系,就能最大限度的發(fā)揮激勵和約束作用,充分調(diào)動人才的積極性,同時充分挖掘人才的主觀能動性。技術(shù)型人才本身屬于市場上的稀缺人才,所以對技術(shù)型人才績效考核的合理性更加重要。本文將H公司當(dāng)做主要研究對象,結(jié)合H公司對內(nèi)部技術(shù)型員工實施績效考核工作的實際狀況,發(fā)現(xiàn)當(dāng)前的績效考核體系仍舊存在不少漏洞,比如缺少明確的績效考核目標(biāo)、績效考核與戰(zhàn)略分離、績效考核指標(biāo)的設(shè)置沒有建立在崗位分析的基礎(chǔ)上,最后導(dǎo)致這個績效考核體系不合理。由此績效考核存在很多的爭議,技術(shù)型員工對績效考核總體滿意度較低,并且忽視績效考核后的后續(xù)改進(jìn)。從而本文基于MBO,BSC,KPI和360度評估理論并運(yùn)用了層次分析法(AHP)針對H公司當(dāng)中關(guān)于技術(shù)型員工的績效考核體系,進(jìn)行了重新的設(shè)計和組建,清晰地規(guī)定了針對技術(shù)型員工開展績效考核工作的具體原則與思路,提高了H公司績效考核目標(biāo)設(shè)定的合理性及有效性,在一定程度上保證了績效考核工作的全面落實。本篇論文一共由六個不同的章節(jié)組成:第一章是本文的緒論,論述了本文的主要研究意義及目的,同時明確了本文的主要研究內(nèi)容,以及采用的研究方法;第二章是將有關(guān)績效考核的理論進(jìn)行整體論述,重點描述了KPI、BSC以及MBO等多種績效考核方法,并對技術(shù)型員工的特點進(jìn)行了闡述;第三部分是對H公司當(dāng)中技術(shù)型員工實施績效考核工作的實際狀況進(jìn)行詳細(xì)分析和研究,找到當(dāng)前績效考核體系當(dāng)中的漏洞和缺陷;第四章主要針對H公司內(nèi)技術(shù)型員工績效考核體系進(jìn)行重新設(shè)計和規(guī)劃,應(yīng)用KPI、MBO這兩種方法,為H公司針對技術(shù)員工實施的績效考核工作,設(shè)計了一套全新的、健全的指標(biāo)體系;第五章針對這一績效考核體系在實際落實的具體流程,提出針對性的意見;第六章是針對H公司內(nèi)部技術(shù)員工績效考核體系進(jìn)行的一種重新研究以及重新設(shè)計的歸納、匯總。本篇論文希望針對H公司當(dāng)中技術(shù)員工績效考核體系進(jìn)行深入、全面的研究,并提出針對性的改善舉措,為績效考核工作的理論領(lǐng)域和實踐領(lǐng)域提供一定的參照建議。
[Abstract]:The competition among modern enterprises has been developed from the competition between products to the competition of technology and talents, so technical talents are valuable resources for any enterprise. Enterprises hope to attract and train talents to create more value for enterprises. The performance evaluation level of enterprises to a large extent affects the level of human resources management. Through the establishment of a scientific and reasonable performance appraisal system, enterprises can maximize the role of incentives and constraints, fully mobilize the enthusiasm of talent. At the same time, fully tap the subjective initiative of talent. Technical talent itself is a scarce talent in the market, so it is more important to the rationality of the performance evaluation of technical talents. This paper takes H Company as the main research object. Combined with the actual situation of H company to implement the performance appraisal of the internal technical employees, we find that there are still many loopholes in the current performance appraisal system, such as the lack of clear performance appraisal goals. Performance appraisal is separated from strategy, the setting of performance appraisal index is not established on the basis of post analysis, which leads to the unreasonable performance appraisal system. Therefore, there are a lot of disputes about performance appraisal. The overall satisfaction of technical employees on performance appraisal is low, and the subsequent improvement after performance appraisal is ignored. Therefore, this paper based on MBOBSC. KPI and 360-degree evaluation theory and the use of Analytic hierarchy process (AHP) for H company on the performance appraisal system of technical employees, the re-design and establishment. It clearly stipulates the specific principles and ideas of performance appraisal for technical employees, and improves the rationality and effectiveness of H company performance appraisal goal setting. This paper consists of six different chapters: the first chapter is the introduction of this paper, and discusses the main research significance and purpose of this paper. At the same time, it clarifies the main research contents and the research methods used in this paper. The second chapter is to discuss the theory of performance appraisal as a whole, focusing on the description of various performance appraisal methods such as KPI BSC and MBO, and the characteristics of technical staff. The third part is to carry on the detailed analysis and the research to the actual situation of the performance appraisal work of the technical staff in the H company, finds the loophole and the flaw in the present performance appraisal system; Chapter 4th focuses on the redesign and planning of the performance appraisal system of technical employees in H Company, and applies KPIMBO to the performance appraisal for the technical staff of H Company. A new and sound index system is designed. According to the actual implementation of the performance appraisal system in the specific process of the 5th chapter, put forward targeted views; Chapter 6th is a re-study and redesign of the performance appraisal system of technical staff in H Company. Summary. This paper hopes to conduct a thorough and comprehensive study on the performance appraisal system of technical staff in H Company, and put forward targeted improvement measures. To provide some reference for the theoretical and practical areas of performance appraisal.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F426.471

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