本文選題：績效管理 + 外理公司��； 參考：《大連海事大學(xué)》2017年碩士論文

【摘要】：人力資源是企業(yè)的第一資源,是企業(yè)獲取競爭優(yōu)勢的重要因素。而績效管理又是人力資源管理的核心內(nèi)容,有效的績效管理體系是提高企業(yè)員工素質(zhì)和實(shí)現(xiàn)企業(yè)戰(zhàn)略目標(biāo)的關(guān)鍵手段,對實(shí)現(xiàn)企業(yè)的可持續(xù)發(fā)展起著決定性的作用。隨著全球經(jīng)濟(jì)一體化的到來,世界各國企業(yè)都面臨著越來越激烈的國內(nèi)和國際市場的競爭。為了提高企業(yè)的核心競爭力和適應(yīng)能力,許多企業(yè)開始建立績效管理系統(tǒng),而如何建立有效的績效管理體系確保其持續(xù)運(yùn)行,進(jìn)而不斷提高企業(yè)的績效管理水平,是每個企業(yè)不得不探索實(shí)踐的重要課題。外理公司經(jīng)過這幾年的實(shí)踐,從收入來源的理貨辦事處著手,對理貨人員績效考核方面做了大量的工作,雖然認(rèn)為績效考核會對公司戰(zhàn)略目標(biāo)的實(shí)現(xiàn)和績效管理水平的提升起到一定作用,但卻并未取得預(yù)期的理想效果。本文針對外理公司理貨辦事處績效考核實(shí)施情況,通過本人在績效考核工作中的大量實(shí)踐,發(fā)現(xiàn)外理公司在理貨辦事處績效考核和管理制度等方面存在的許多問題,例如:績效管理體系不完整以績效考核代替績效管理、績效指標(biāo)缺乏科學(xué)性、缺乏績效溝通與反饋機(jī)制和人力資源基礎(chǔ)管理薄弱等,這些都會影響理貨辦事處員工的工作積極性,進(jìn)而影響理貨辦事處績效的提高和公司戰(zhàn)略目標(biāo)的實(shí)現(xiàn),制約了企業(yè)競爭力的提升。所以要想提升外理公司理貨辦事處績效管理水平,首先要做好理貨辦事處組織結(jié)構(gòu)的調(diào)整與優(yōu)化,進(jìn)行崗位分析形成崗位說明書,合理設(shè)計(jì)定崗定員,其次選取符合企業(yè)目標(biāo)的績效考核指標(biāo),運(yùn)用科學(xué)的績效管理理論與方法,為理貨辦事處建立完整的績效管理體系,包括:績效計(jì)劃、績效實(shí)施、績效考核、考核結(jié)果的應(yīng)用與績效反饋和溝通,形成PDCA循環(huán),達(dá)到持續(xù)提升公司理貨辦事處績效的目的。最后為績效管理體系的有效實(shí)施提供保障措施,提出建立與績效相輔相成的企業(yè)績效文化,推行績效管理應(yīng)從注重結(jié)果向注重過程轉(zhuǎn)變,以及建設(shè)績效管理信息系統(tǒng)的保障措施等。本文通過以上研究為外理公司理貨辦事處績效管理問題給出了適合的解決辦法。
[Abstract]:Human resource is the first resource of the enterprise and the important factor for the enterprise to obtain the competitive advantage. Performance management is the core of human resource management. An effective performance management system is a key means to improve the quality of employees and achieve the strategic objectives of enterprises, and plays a decisive role in the realization of sustainable development of enterprises. With the advent of global economic integration, enterprises all over the world are facing more and more fierce competition in domestic and international markets. In order to improve the core competitiveness and adaptability of enterprises, many enterprises began to establish performance management system, and how to establish an effective performance management system to ensure its continuous operation, and then continuously improve the performance management level of enterprises. It is an important subject that every enterprise has to explore and practice. After several years of practice, the Foreign Affairs Company has done a great deal of work on the performance appraisal of tally staff from the tally office of the source of revenue. Although it is believed that the performance appraisal will play a certain role in the realization of the company's strategic goal and the improvement of the performance management level, it has not achieved the desired effect. In this paper, according to the implementation of performance appraisal in tally office of external company, through a large number of practice in performance appraisal, we find that there are many problems in performance appraisal and management system of tally office. For example, the performance management system is not complete, the performance appraisal is replaced by the performance management, the performance index is not scientific, the performance communication and feedback mechanism and the human resource foundation management are weak, etc. All these will affect the work enthusiasm of the staff in the tally office, and then affect the performance improvement of the tally office and the realization of the company's strategic goal, which restricts the promotion of the competitiveness of the enterprise. Therefore, in order to improve the performance management level of the tally office of the external management company, first of all, we should adjust and optimize the organizational structure of the tally office, conduct post analysis to form a job description, and reasonably design the post holder. Secondly, select the performance appraisal index in line with the enterprise objectives, and establish a complete performance management system for the tally office by using the scientific performance management theory and method, including: performance planning, performance implementation, performance appraisal. The application of evaluation results and performance feedback and communication to form a PDCA cycle to achieve the purpose of continuously improving the performance of the company's tally office. Finally, it provides the safeguard measures for the effective implementation of the performance management system, and puts forward the establishment of corporate performance culture, which is complementary to the performance, and the implementation of the performance management should change from the focus on results to the focus on the process. And the construction performance management information system safeguard measure and so on. Through the above research, this paper gives a suitable solution to the problem of performance management in tally office of external company.
【學(xué)位授予單位】：大連海事大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F552.6

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