本文選題：績(jī)效管理 + KPI　； 參考：《沈陽工業(yè)大學(xué)》2017年碩士論文

【摘要】：根據(jù)中小企業(yè)績(jī)效管理的現(xiàn)狀及問題,本文以X公司為例,為了實(shí)現(xiàn)績(jī)效考核模式的革新,而建立一套完善的、科學(xué)化的以KPI為核心的績(jī)效管理體系,將其與企業(yè)的戰(zhàn)略管理相結(jié)合,進(jìn)而改變中小企業(yè)目前在績(jī)效管理方面存在的弊端。將績(jī)效管理中的關(guān)鍵業(yè)績(jī)指標(biāo)績(jī)效管理體系(Key Performance Indicator),結(jié)合我國(guó)地方中小企業(yè)的實(shí)際情況,通過為X公司建立以戰(zhàn)略管理為導(dǎo)向的KPI績(jī)效管理體系,對(duì)符合中國(guó)中小企業(yè)實(shí)情的績(jī)效管理體系進(jìn)行完善,逐步提升企業(yè)的核心競(jìng)爭(zhēng)力和績(jī)效管理水平,緩解市場(chǎng)帶來的競(jìng)爭(zhēng)壓力,完成企業(yè)的改革和創(chuàng)新。從基礎(chǔ)到理論,再從理論到應(yīng)用,這是本文的研究思路,根據(jù)X公司的實(shí)際情況對(duì)其績(jī)效管理體系重新設(shè)計(jì),并利用已有的數(shù)據(jù)進(jìn)行研究,得出結(jié)果,進(jìn)而對(duì)中小企業(yè)的績(jī)效管理體系的革新作出貢獻(xiàn)。公司戰(zhàn)略決定著一個(gè)企業(yè)的結(jié)構(gòu)、業(yè)務(wù)流程和人員的配置,如何將一個(gè)公司的戰(zhàn)略結(jié)合到KPI績(jī)效管理體系之中就顯得尤為重要。雖然現(xiàn)在大多數(shù)企業(yè)都有自己的績(jī)效考核方法,但由于其方式、方法沒有完全達(dá)到合理性、科學(xué)性,導(dǎo)致員工對(duì)當(dāng)前的績(jī)效考核的滿意度極低。其實(shí),在KPI績(jī)效考核的過程中最大的難題就是指標(biāo)難以量化,很多企業(yè)設(shè)計(jì)的KPI指標(biāo)明顯與公司實(shí)際的戰(zhàn)略不符,也忽視了員工在工作流程中的貢獻(xiàn),導(dǎo)致員工干的工作大部分不能體現(xiàn)在KPI指標(biāo)上,這使得公司員工的滿意度降低。本論文在研究KPI績(jī)效考核體系相關(guān)理論的基礎(chǔ)上,對(duì)X公司的績(jī)效考核現(xiàn)狀進(jìn)行了充分的分析,找出其目前存在的種種問題,并根據(jù)這些問題,重新設(shè)計(jì)適合X公司的KPI績(jī)效管理體系目標(biāo)框架,并通過對(duì)公司的逐層分析,將KPI的目標(biāo)框架與相應(yīng)的職能部門進(jìn)行搭配,逐步形成一個(gè)大的KPI體系。本文主要分為六大部分:第一部分是緒論,主要介紹現(xiàn)在國(guó)內(nèi)外對(duì)于KPI績(jī)效考核體系的研究現(xiàn)狀;第二部分是績(jī)效考核體系相關(guān)理論基礎(chǔ),詳細(xì)介紹了平衡計(jì)分卡、關(guān)鍵績(jī)效指標(biāo)(KPI)、目標(biāo)管理法以及360度考評(píng)體系這幾種考核方法的內(nèi)容,并對(duì)關(guān)鍵績(jī)效指標(biāo)(KPI)的優(yōu)勢(shì)與特點(diǎn)進(jìn)行了明確;第三部分對(duì)X公司進(jìn)行了系統(tǒng)的介紹,包括其目前的績(jī)效考核現(xiàn)狀,以及存在的問題;第四部分是按照一定的原則與思路,為X公司構(gòu)建合理的KPI績(jī)效考核體系,首先確定公司級(jí)的KPI指標(biāo),然后確定部門級(jí)的KPI指標(biāo),最后落實(shí)到員工個(gè)人,并確定各指標(biāo)的權(quán)重;第五部分是總結(jié)確保X公司能夠正確推行KPI績(jī)效考核體系的保障措施;第六部分是結(jié)論,對(duì)整篇論文進(jìn)行了總結(jié)。
[Abstract]:According to the present situation and problems of performance management in small and medium-sized enterprises, this paper takes X Company as an example to establish a set of perfect and scientific performance management system with KPI as the core in order to realize the innovation of performance appraisal mode. Combine it with the strategic management of the enterprise, and then change the malpractice of the performance management of the small and medium-sized enterprises at present. In this paper, the key Performance indicator system of performance management is combined with the actual situation of local small and medium-sized enterprises in China, and the strategic management-oriented KPI performance management system is established for X Company. Improve the performance management system in line with the reality of Chinese small and medium-sized enterprises, step by step improve the core competitiveness and performance management level of enterprises, ease the competitive pressure brought by the market, and complete the reform and innovation of enterprises. From the foundation to the theory, then from the theory to the application, this is the research thought of this article, according to the actual situation of X Company, the performance management system is redesigned, and the existing data are used to carry on the research, and the result is obtained. And then to the small and medium-sized enterprise performance management system innovation to make the contribution. Corporate strategy determines the structure of an enterprise, business processes and the allocation of personnel, how to combine a company's strategy into the KPI performance management system is particularly important. Although most enterprises now have their own performance appraisal method, but because of its way, the method is not completely reasonable and scientific, resulting in the employees' satisfaction with the current performance appraisal is very low. In fact, the biggest problem in the process of KPI performance appraisal is that the indicators are difficult to quantify. Many enterprises design KPI indicators that are obviously inconsistent with the actual strategy of the company, and neglect the contribution of employees in the workflow. As a result, most of the work done by employees is not reflected in the KPI indicator, which reduces employee satisfaction. On the basis of studying the relevant theories of KPI performance appraisal system, this paper makes a full analysis of the current situation of performance appraisal in X Company, finds out its existing problems, and according to these problems, This paper redesigns the target framework of KPI performance management system suitable for X Company, and through the analysis of the company layer by layer, matches the target frame of KPI with the corresponding functional department, and gradually forms a large KPI system. This paper is divided into six parts: the first part is the introduction, mainly introduces the current research status of KPI performance appraisal system at home and abroad; the second part is the theoretical basis of performance appraisal system, and introduces the balanced Scorecard in detail. The key performance index (KPI), the objective management method and the 360-degree appraisal system are discussed, and the advantages and characteristics of the key performance index (KPI) are clarified. The fourth part is to establish a reasonable KPI performance appraisal system for X company according to certain principles and ideas, first of all, to determine the corporate level KPI indicators, including the current performance appraisal status and the existing problems, the fourth part is to establish a reasonable KPI performance appraisal system for X Company according to certain principles and ideas. Then determine the departmental level of KPI indicators, finally implemented to the individual employees, and determine the weight of the indicators; the fifth part is to summarize the X company to ensure that the correct implementation of the KPI performance appraisal system safeguard measures; the sixth part is the conclusion, The whole paper is summarized.
【學(xué)位授予單位】：沈陽工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.67

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