本文關(guān)鍵詞： 績效考核 體系 設(shè)計(jì)　出處：《安徽大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：2008年的美國華爾街次貸危機(jī),對于我國經(jīng)濟(jì)帶來危機(jī)和挑戰(zhàn)的同時(shí),也帶來了經(jīng)濟(jì)發(fā)展和市場開拓的巨大機(jī)遇。2009年,為提升自身的綜合實(shí)力以應(yīng)對日益好轉(zhuǎn)的國內(nèi)及國際市場,優(yōu)化內(nèi)部結(jié)構(gòu),提升自我管理水平,日照TL集團(tuán)從自身的角度出發(fā),在借鑒同行業(yè)日照J(rèn)K集團(tuán)在績效考核體系設(shè)計(jì)與執(zhí)行方面的成功經(jīng)驗(yàn)的基礎(chǔ)上,啟動(dòng)了全員績效考核改革,健全管理和發(fā)展機(jī)制系統(tǒng),使績效的工作系統(tǒng)化和流程化,提升公司和員工業(yè)績水平,并實(shí)現(xiàn)整體良性運(yùn)轉(zhuǎn),由此開啟了公司以績效考核拉動(dòng)生產(chǎn)經(jīng)營、優(yōu)化公司內(nèi)部各項(xiàng)措施的管理模式。根據(jù)相關(guān)概念及理論規(guī)定,績效考核體系的有效設(shè)計(jì),必須根據(jù)公司的年度或中長期戰(zhàn)略目標(biāo)進(jìn)行分解,指標(biāo)的提取要必須緊密結(jié)合既定的戰(zhàn)略愿景和方針政策進(jìn)行操作與執(zhí)行,具體包括設(shè)計(jì)的各項(xiàng)工作內(nèi)容和工作量,以及詳細(xì)的工作要求。而對應(yīng)于公司績效而言,部門的目標(biāo)和員工的績效指標(biāo)也要在公司中長期戰(zhàn)略規(guī)劃的基礎(chǔ)上予以分解提煉。以各項(xiàng)考核指標(biāo)的綜合評定,明確部門和員工工作提升和努力的方向,有的放矢,綜合提升員工對于其從事工作崗位的符合性和操作能力,挖掘自身潛力,在自身優(yōu)勢上,打造核心競爭力。做大做強(qiáng),借此促進(jìn)公司戰(zhàn)略目標(biāo)的實(shí)現(xiàn)。績效考核體系的設(shè)計(jì)一定要結(jié)合企業(yè)的產(chǎn)業(yè)格局、實(shí)際經(jīng)營及發(fā)展階段進(jìn)行不斷的優(yōu)化和更新調(diào)整,充分考慮對各層級員工的適用性,關(guān)鍵是做好體系本身的持續(xù)改進(jìn)。日照TL集團(tuán)原有執(zhí)行的考核體系,經(jīng)歷了由單一化至多維度的轉(zhuǎn)變。員工對于績效體系的態(tài)度也由最初的被動(dòng)執(zhí)行到目前的慢慢適應(yīng)。整個(gè)體系的推進(jìn)過程有了很大的改進(jìn)和提升,雖然耗費(fèi)了許多精力,但實(shí)際并有沒有達(dá)到所預(yù)期的結(jié)果。結(jié)合員工實(shí)際訪談、參與公司的績效分析專題會(huì)議、合理化建議收集等渠道進(jìn)行分析,主要存在的問題是主觀考核因素占據(jù)比例較大、績效反饋流于形式、指標(biāo)不夠明確、與公司戰(zhàn)略相脫節(jié)、缺乏系統(tǒng)性等。在原有的績效考核體制下,日照TL集團(tuán)能夠根據(jù)傳統(tǒng)的績效管理有關(guān)的要求和規(guī)定進(jìn)行實(shí)施,以公司的戰(zhàn)略目標(biāo)為依據(jù),參照各崗位的員工職責(zé)進(jìn)行提取指標(biāo)。為使員工在完成工作任務(wù)、提供工作業(yè)績的同時(shí),接受并認(rèn)可公司的文化氛圍,特將公司的企業(yè)文化納入考核,將其責(zé)任與文化相統(tǒng)一,達(dá)到最終的人崗匹配和人崗合一,創(chuàng)造員工與公司共同成長的生命共同體理念和用人機(jī)制。因此,為進(jìn)一步規(guī)范公司的考核工作,規(guī)范公司的體系建設(shè),本文從宏觀層面對日照TL集團(tuán)的原有績效考核體系進(jìn)行了分析,并借鑒相關(guān)文獻(xiàn)資料和同行業(yè)考核體系構(gòu)建的案例,結(jié)合體系設(shè)計(jì)的戰(zhàn)略導(dǎo)向原則、激勵(lì)性原則、三公原則和持續(xù)改進(jìn)原則等,從公司的企業(yè)文化、組織架構(gòu)等角度出發(fā),設(shè)計(jì)研究了適合于公司體制、管理機(jī)制系統(tǒng)并能有效實(shí)施的新的績效考核體系框架,明確具體的考核方式和時(shí)間周期。結(jié)合公司的人員結(jié)構(gòu)特點(diǎn),采取有差別性的考核周期,如中高層管理人員由于其工作特性和管理幅度,執(zhí)行季度考核,主管級與普通崗位則執(zhí)行月度考核�？冃Э己梭w系的有效運(yùn)行需要建立一系列與之配套并相適應(yīng)的政策措施予以支持和保障,如建立相應(yīng)的考核制度、支持機(jī)構(gòu)、完善申訴渠道,營造匹配的文化氛圍,創(chuàng)建學(xué)習(xí)型組織等。將其作用切實(shí)應(yīng)用于公司內(nèi)部管理的各個(gè)方面,推進(jìn)公司員工隊(duì)伍和人才梯隊(duì)的建設(shè)。通過績效考核體系的有效運(yùn)行達(dá)到人崗合一和自身價(jià)值利益的體現(xiàn),借助于績效考核推動(dòng)日照TL集團(tuán)戰(zhàn)略目標(biāo)的實(shí)現(xiàn)和可持續(xù)發(fā)展。
[Abstract]:The Wall Street of the United States subprime mortgage crisis in 2008, to bring the crisis and challenge of China's economy at the same time, it has also brought economic development and market development opportunities in.2009, to enhance its comprehensive strength to cope with the increasingly improved domestic and international market, optimize the internal structure, enhance the level of self-management, Rizhao TL group from the perspective of their own on the basis of the same industry in Rizhao JK group in the design and implementation of performance appraisal system of the successful experience, launched a full performance assessment reform, perfect the management and development mechanism of the system, the system performance and the process of ascension, the company and the employee performance level, and achieve the overall work, thus opening up the company take the performance appraisal to pull production management, to optimize the internal management mode. The measures according to the provisions of the relevant concepts and theoretical design, effective performance appraisal system That must be decomposed according to the long-term strategic goal of the company's annual or index to extract, must be closely combined with established strategic vision and policy operation and implementation, including the design content and workload, and detailed work requirements. And the corresponding performance indicators on corporate performance, departmental goals and staff is to be refined in the company based on decomposition of long-term strategic planning. The comprehensive evaluation of the assessment indicators, departments and staff work to improve and clear direction, targeted, comprehensive enhance staff for their jobs in conformity and operation ability, tap their own potential, in their own advantages, build the core competitiveness. Bigger and stronger, to promote the implementation of the strategic objectives of the company. The design of the performance appraisal system must be combined with the industrial structure of enterprises, the actual operation and development Optimize and update the stage of constant adjustment, fully consider the applicability of employees at all levels, the key is to make continuous improvement of the system itself. The original Group Rizhao TL appraisal system implementation, has experienced a transformation from a single dimension at most. The attitude of staff for performance system from the original passive implementation to slowly adapt to the current to promote the process. The whole system had been greatly improved, even though it takes a lot of energy, but the actual and did not reach the expected results. Combined with the actual interview staff, participate in the company's performance analysis of a special meeting, the rationalization proposal collection channel are analyzed, the main problem is the subjective factors occupied a large proportion of performance feedback, a mere formality, the index is not clear enough, out of touch with the corporate strategy, lack of system. In the original performance evaluation system, TL group according to the sunshine The traditional performance management related requirements and regulations to implement the company's strategic objectives as the basis, according to the staff responsibility for employee in extraction index. To complete tasks, provide job performance at the same time, acceptance and approval of company culture, the corporate culture will be included in the assessment, the responsibility with the culture of unity, to achieve the final post matching and post one, create employees to grow with the company's life and the concept of community employment mechanism. Therefore, in order to further standardize the company's appraisal system construction work, standardize the company's, this article from the macro level, Rizhao TL group the original performance appraisal system is analyzed, and reference to the construction of relevant literature and the same industry evaluation system case, combined with the strategic guiding principle of system design, incentive principle, the principle of openness and continuous improvement principles, from the public Our corporate culture, organizational structure perspective, the design of system for the company, a new performance evaluation system framework of management mechanism system and can effectively implement the specific assessment methods and time period. Combined with the structure characteristics of the company staff, take the difference of the assessment period, such as senior management personnel because of the characteristics and the scope of the management, implementation of quarterly assessment, supervisor and ordinary jobs to perform monthly assessment. The effective operation of the performance assessment system to supporting the establishment of a series of measures and policies to adapt support and protection, such as the establishment of the corresponding assessment system, support mechanism, improve the appeal channels, create, culture the atmosphere, creating a learning organization. All aspects of the practical application in the internal management of the company, to promote the construction of company staff and talent. Through the performance test The effective operation of nuclear system can reflect the integration of people and posts and their own value and interest, and promote the realization and sustainable development of Rizhao TL group's strategic goals through performance appraisal.

【學(xué)位授予單位】：安徽大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F279.26

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