本文選題：績效考核 + 績效反饋��； 參考：《天津商業(yè)大學(xué)》2017年碩士論文

【摘要】：在市場經(jīng)濟(jì)條件下,高速公路企業(yè)對中國國民經(jīng)濟(jì)的增長貢獻(xiàn)巨大,經(jīng)濟(jì)發(fā)展對于高速公路的需求也在不斷加大,全國高速公路的總里程呈現(xiàn)不斷增長的趨勢與之對應(yīng)的高速公路企業(yè)也在不斷增加,并且原有的高速公路企業(yè)在擴(kuò)大與轉(zhuǎn)型,所以企業(yè)之間的競爭逐漸轉(zhuǎn)變?yōu)槿瞬诺母偁帯Ｔ趺礃犹岣吖镜墓芾硭胶徒?jīng)濟(jì)效益是現(xiàn)如今高速公路企業(yè)應(yīng)該考慮的主要問題,要解決這個(gè)問題,人力資源管理就顯得尤為重要,而績效考核在人力資源管理里面作為主要環(huán)節(jié),其對于高速公路企業(yè)的經(jīng)營、運(yùn)行、發(fā)展起著十分重要的作用,它為企業(yè)提供了員工的薪資、鼓勵(lì)、培訓(xùn)和員工的發(fā)展提供了重要的參考,所以,怎么樣健全企業(yè)的績效考核體系就成為了企業(yè)需要思考的重點(diǎn)問題。優(yōu)化績效考核不是短時(shí)間內(nèi)就能完成的事情,是一個(gè)長期的過程,這就需要高速公路企業(yè)有發(fā)散的思維去接受新的考核方式;變通的思維去將新的方式改變并融合到自己公司的考核體系當(dāng)中。本文以績效考核作為基礎(chǔ)且更加全面、深刻地分析了中國當(dāng)前中國的高速公路企業(yè)在績效考核的過程中所存在問題的原因,即經(jīng)營觀念落后;人力資源管理制度不健全、不規(guī)范;職位分析薄弱;績效考核過程過于主觀;將其他企業(yè)的考核方法原封不動(dòng)地應(yīng)用在自己的企業(yè)中或者認(rèn)為新穎的方法總是好的,進(jìn)而盲目最求。這些問題的出現(xiàn)導(dǎo)致如今快速發(fā)展的中國高速公路在經(jīng)濟(jì)方面相對滯后,跟不上實(shí)際上的高速公路發(fā)展的步伐。高速公路企業(yè)無法選拔出真正的人才,導(dǎo)致中國高速公路行業(yè)無法繼續(xù)提高,若長期以人數(shù)的堆疊來使其發(fā)展的體系必將在某一天崩塌。所以本文針對高速公路績效考核所存在的不足做出了總結(jié),并就這些不足之處提出了整改意見:首先一定要具有考核的意識(shí)必須在內(nèi)心有著科學(xué)的績效考核觀念、所有員工都需要相應(yīng)的績效考核制度(包括普通員工、領(lǐng)導(dǎo))、對于績效考核建立反饋機(jī)制、創(chuàng)建科學(xué)的績效考核體系。將HE高速公路公司作為研究對象,對于一些典型的問題可以以點(diǎn)蓋面,由這一家企業(yè)找出問題,推廣到中國的其他高速公路企業(yè)當(dāng)中。使用問卷調(diào)查、案例分析、文獻(xiàn)資料等研究方法,對該高速公路公司績效考核中存在的問題進(jìn)行了分析,并且設(shè)計(jì)出一套針對該公司員工績效考核的方案體系。同時(shí),提出了該高速公路公司員工績效考核實(shí)施的保障措施:首先對考核者進(jìn)行有關(guān)心理方面培訓(xùn),其次要建立有效的績效申訴制度,對于工作分析必須有科學(xué)性的保障,除此之外個(gè)人對于團(tuán)隊(duì),以及團(tuán)隊(duì)對于個(gè)人都有著密切的相互作用,將這些作用考慮到之中,最后建立一套科學(xué)的績效考核標(biāo)準(zhǔn)。
[Abstract]:Under the condition of market economy, expressway enterprises have made a great contribution to the growth of China's national economy, and the demand for freeway development has been increasing. The total mileage of the national expressway is increasing continuously and the corresponding expressway enterprises are also increasing, and the original expressway enterprises are expanding and transforming, so the competition among enterprises is gradually transformed into the competition of talents. How to improve the management level and economic efficiency of the company is the main problem that highway enterprises should consider nowadays. To solve this problem, human resource management is particularly important. As the main link in human resource management, performance appraisal plays a very important role in the operation, operation and development of expressway enterprises. It provides employees with salary and encouragement for enterprises. Training and staff development provide an important reference, so how to improve the performance appraisal system has become an important issue for enterprises to consider. The optimization of performance appraisal is not something that can be completed in a short time, but also a long-term process, which requires expressway enterprises to have divergent thinking to accept new assessment methods. Flexible thinking to change the new way and integrate into their own company's evaluation system. On the basis of performance appraisal and more comprehensive, this paper deeply analyzes the causes of the problems existing in the process of performance appraisal of expressway enterprises in China, that is, backward management concept, imperfect human resource management system, Non-standard; weak position analysis; performance appraisal process is too subjective; other enterprises to apply the assessment methods in their own enterprises or think that the new method is always good, then blind the most. The emergence of these problems has led to the rapid development of China's highways in economic terms lag behind the pace of the actual highway development. Expressway enterprises can not select real talents, resulting in the Chinese expressway industry can not continue to improve, if the long-term stacking of the number of people to make its development system will one day collapse. Therefore, this paper summarizes the shortcomings of expressway performance appraisal, and puts forward some suggestions on these deficiencies: first of all, there must be a sense of assessment, there must be a scientific concept of performance appraisal in the heart. All employees need a corresponding performance appraisal system (including ordinary employees, leaders, to establish feedback mechanism for performance appraisal, to create a scientific performance appraisal system. Taking HE Expressway Company as the object of study, for some typical problems, we can use this enterprise to find out the problem and extend it to other expressway enterprises in China. By using the methods of questionnaire, case analysis, literature and other research methods, this paper analyzes the problems existing in the performance appraisal of the expressway company, and designs a set of scheme system for the performance appraisal of the employees of the company. At the same time, the paper puts forward the safeguard measures for the performance appraisal of the employees of the expressway company: firstly, training the examiners in psychological aspects, secondly, establishing an effective performance complaint system, and ensuring scientifically for the analysis of the work. In addition, individuals have a close interaction with the team and the team for the individual. Take these roles into account, and finally establish a set of scientific performance evaluation standards.
【學(xué)位授予單位】：天津商業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F542.6;F272.92

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