本文選題：績(jī)效指標(biāo) + 平衡積分卡�。� 參考：《廣州大學(xué)》2017年碩士論文

【摘要】：隨著經(jīng)濟(jì)全球化的到來,市場(chǎng)競(jìng)爭(zhēng)的壓力越來越大,很多傳統(tǒng)行業(yè)受到較大沖擊,企業(yè)為謀求自身發(fā)展,在加強(qiáng)自身技術(shù)優(yōu)勢(shì)的同時(shí),也加大了對(duì)人力資源管理的要求和期望�？�(jī)效管理是人力資源管理中一個(gè)必不可少的重要環(huán)節(jié),不僅能激發(fā)員工活力,還能改善生產(chǎn)效能。一套設(shè)計(jì)合理的績(jī)效管理體系,在人力資源管理工作甚至整個(gè)企業(yè)的發(fā)展過程中都扮演著非常重要的角色。但是,在企業(yè)管理實(shí)踐中,一些理解片面和績(jī)效指標(biāo)設(shè)計(jì)不合理的現(xiàn)象時(shí)常發(fā)生,這必然導(dǎo)致績(jī)效管理無法發(fā)揮它應(yīng)有的作用。有鑒于此,很多企業(yè)正在施行的績(jī)效管理體系亟待進(jìn)一步優(yōu)化,這也是本文寫作的目的與意義所在。本文選取了傳統(tǒng)的水產(chǎn)行業(yè)的典型案例-廣東粵海飼料集團(tuán)為研究對(duì)象,在查閱大量文獻(xiàn)的基礎(chǔ)上,運(yùn)用調(diào)查問卷法、訪談法等,對(duì)集團(tuán)的績(jī)效管理體系進(jìn)行摸底調(diào)研,發(fā)現(xiàn)該體系主要存在以下問題:績(jī)效指標(biāo)難以量化,缺乏明確的評(píng)價(jià)標(biāo)準(zhǔn);績(jī)效管理流程不完善,沒有績(jī)效跟蹤;考核結(jié)果應(yīng)用不到位等。通過仔細(xì)分析后發(fā)現(xiàn),導(dǎo)致這些問題的原因主要有:人力資源管理戰(zhàn)略與集團(tuán)戰(zhàn)略脫節(jié);執(zhí)行度不高;員工素養(yǎng)不夠等。在充分考慮集團(tuán)實(shí)際經(jīng)營(yíng)運(yùn)行的前提下,本文從績(jī)效指標(biāo)體系和流程運(yùn)行兩個(gè)方面對(duì)該集團(tuán)的績(jī)效管理體系進(jìn)行了優(yōu)化。以績(jī)效管理的相關(guān)理論為指導(dǎo),結(jié)合粵海飼料集團(tuán)目前各層員工績(jī)效評(píng)估現(xiàn)狀,從不同層面分析了問題產(chǎn)生的原因,設(shè)計(jì)出基于KPI的績(jī)效優(yōu)化方案。該優(yōu)化方案可以全面解決公司目前在員工考核方面存在的諸多問題,對(duì)公司充分調(diào)動(dòng)員工積極性、提高公司經(jīng)營(yíng)效益有著不可替代的積極意義。
[Abstract]:With the arrival of economic globalization, the pressure of market competition is increasing, and many traditional industries have been greatly impacted. In order to seek their own development, enterprises strengthen their own technological advantages, but also increase the requirements and expectations of human resource management. Performance management is an essential and important link in human resource management, which can not only stimulate staff vitality, but also improve production efficiency. A set of reasonably designed performance management system plays a very important role in the development of human resource management and even the whole enterprise. However, in the practice of enterprise management, some phenomena of one-sided understanding and unreasonable design of performance indicators often occur, which will inevitably lead to the failure of performance management to play its due role. In view of this, many enterprises are implementing the performance management system need to be further optimized, which is the purpose and significance of this paper. This paper selects Guangdong Guangdong Guangdong Feed Group, a typical case of the traditional fishery industry, as the research object. On the basis of consulting a large number of documents, the paper makes a survey of the group's performance management system by using questionnaire and interview methods. It is found that the system has the following problems: the performance indicators are difficult to quantify, lack of clear evaluation criteria, performance management process is not perfect, there is no performance tracking, the application of evaluation results is not in place. Through careful analysis, it is found that these problems are mainly caused by the disconnection between human resource management strategy and group strategy, the low degree of execution, the lack of staff accomplishment, and so on. Considering the actual operation of the group, this paper optimizes the performance management system of the group from two aspects: the performance index system and the process operation. Under the guidance of the theory of performance management, combined with the current status of performance evaluation of Guangdong Feed Group, this paper analyzes the causes of the problems from different levels, and designs a performance optimization scheme based on KPI. This optimization scheme can comprehensively solve many problems existing in the employee assessment of the company at present, and has irreplaceable positive significance for the company to fully mobilize the enthusiasm of the staff and improve the operating efficiency of the company.
【學(xué)位授予單位】：廣州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F324.6

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 張巍;李大雨;;完善高�？�(jī)效管理應(yīng)注意的相關(guān)問題探究[J];品牌(下半月);2015年01期

2 王柳;;以績(jī)效管理科學(xué)化推進(jìn)治理現(xiàn)代化——“治理現(xiàn)代化與績(jī)效管理科學(xué)化”會(huì)議綜述[J];經(jīng)濟(jì)社會(huì)體制比較;2015年02期

3 李暢;;電力企業(yè)績(jī)效管理現(xiàn)狀及其提升策略[J];企業(yè)改革與管理;2015年02期

4 楊修平;;績(jī)效管理的理論要義與實(shí)踐路徑[J];中國(guó)商貿(mào);2015年02期

5 陳玉芳;;企業(yè)員工績(jī)效管理探究[J];企業(yè)改革與管理;2014年24期

6 崔少杰;;以目標(biāo)管理為中心構(gòu)建企業(yè)績(jī)效考核體系[J];企業(yè)改革與管理;2014年24期

7 高陽(yáng);楊波;;績(jī)效管理系統(tǒng)建設(shè)與應(yīng)用[J];電子技術(shù)與軟件工程;2014年20期

8 周雪艷;;基于勝任特征的績(jī)效管理流程體系設(shè)計(jì)研究[J];經(jīng)濟(jì)問題;2014年07期

9 ;創(chuàng)建組織績(jī)效管理體系[J];中國(guó)電力企業(yè)管理;2014年13期

10 付宏艷;;基于企業(yè)生命周期理論的績(jī)效管理體系框架研究[J];經(jīng)濟(jì)與管理;2014年02期

，

本文編號(hào)：1823444