【摘要】：員工績(jī)效管理是企業(yè)人力資源管理中的重要內(nèi)容之一,大多數(shù)企業(yè)都有一套自身的員工績(jī)效管理體系,完善的績(jī)效管理體系有利于企業(yè)有效的管理企業(yè)員工,促進(jìn)員工個(gè)人的職業(yè)發(fā)展和企業(yè)的長(zhǎng)遠(yuǎn)發(fā)展。改革開(kāi)放后,在市場(chǎng)經(jīng)濟(jì)條件下,我國(guó)民營(yíng)經(jīng)濟(jì)獲得了較大的發(fā)展空間,以中小企業(yè)為代表的民營(yíng)企業(yè)量大幅上升從創(chuàng)造就業(yè)崗位、推動(dòng)我國(guó)經(jīng)濟(jì)發(fā)展方面發(fā)揮著舉足輕重的作用,對(duì)我國(guó)經(jīng)濟(jì)發(fā)展的貢獻(xiàn)率在60%以上,大力扶持中小企業(yè)是推動(dòng)我國(guó)經(jīng)濟(jì)長(zhǎng)足發(fā)展的重要途徑之一。然而,在中小企業(yè)的發(fā)展過(guò)程中,隨著國(guó)際競(jìng)爭(zhēng)的增加及國(guó)內(nèi)國(guó)際經(jīng)濟(jì)環(huán)境的惡化,出口減少、原材料價(jià)格上漲縮減了我國(guó)中小企業(yè)的盈利空間,與此同時(shí),隨著人工成本增加,企業(yè)之間的競(jìng)爭(zhēng)尤其是員工的競(jìng)爭(zhēng)日趨激烈。從2004年年初開(kāi)始珠三角地區(qū)就出現(xiàn)了“民工荒”現(xiàn)象,2008年金融危機(jī)后,珠三角、長(zhǎng)三角地區(qū)“用工荒”問(wèn)題進(jìn)一步加劇,缺乏員工成為制約中小企業(yè)發(fā)展的絆腳石。如何科學(xué)有效的進(jìn)行員工管理,留住員工成為沿海地區(qū)中小企業(yè)發(fā)展的必修課。對(duì)于我國(guó)中小企業(yè)來(lái)說(shuō),中小企業(yè)的規(guī)模本身較小,90%的企業(yè)屬于小型和微型企業(yè),企業(yè)員工數(shù)量較少,且大部分員工為企業(yè)的基層員工。部分企業(yè)尚未理解績(jī)效管理的重要性,對(duì)員工的績(jī)效管理沒(méi)有足夠的重視,多數(shù)中小企業(yè)的員工績(jī)效管理處在建立的初級(jí)階段,企業(yè)內(nèi)存在員工歸屬感較低,員工流失嚴(yán)重等問(wèn)題,成為企業(yè)持續(xù)發(fā)展的瓶頸。同時(shí),我國(guó)經(jīng)濟(jì)正處在轉(zhuǎn)型的重要時(shí)期,企業(yè)要發(fā)展,人力資本是其核心競(jìng)爭(zhēng)力之一,中小企業(yè)之間的競(jìng)爭(zhēng)將是人才的競(jìng)爭(zhēng),對(duì)于制造業(yè)的中小企業(yè)來(lái)說(shuō),誰(shuí)擁有掌握核心技術(shù)人員,誰(shuí)就能在市場(chǎng)首先占領(lǐng)高地。因此如何更好的吸引人才、留住人才、激勵(lì)人才,使企業(yè)員工能“人盡其才,各盡其能”在當(dāng)前中小企業(yè)人力管理中顯得尤為重要。科學(xué)合理的績(jī)效管理體系有助于企業(yè)吸引人才,實(shí)現(xiàn)企業(yè)良好發(fā)展的目標(biāo),由此可見(jiàn)基層員工的績(jī)效管理對(duì)于中小企業(yè)發(fā)展的作用不言而喻。文章以廣東省JC公司為例,通過(guò)現(xiàn)場(chǎng)調(diào)查訪談與分析并結(jié)合績(jī)效管理相關(guān)理論,研究發(fā)現(xiàn)JC公司績(jī)效管理尚未建立科學(xué)的人力資源管理體系,管理體系處在初級(jí)階段,并存在績(jī)效管理體制單一、績(jī)效考核結(jié)果反饋和溝通渠道不暢通、管理過(guò)程中缺乏有效的激勵(lì)機(jī)制等問(wèn)題,認(rèn)為在JC公司長(zhǎng)足發(fā)展的進(jìn)程中,應(yīng)根據(jù)企業(yè)的發(fā)展規(guī)模建立科學(xué)合理的績(jī)效管理體系,與此同時(shí)在企業(yè)內(nèi)部加強(qiáng)績(jī)效管理的宣傳工作,結(jié)合以人為本的激勵(lì)機(jī)制,重視績(jī)效考核和結(jié)果的反饋,及時(shí)與員工進(jìn)行有效溝通,為中小企業(yè)的健康發(fā)展助力。
文內(nèi)圖片：
圖片說(shuō)明：圖３－２邋ＪＣ公司員工分布逡逑從基層員工的學(xué)歷和年齡結(jié)構(gòu)來(lái)看，公司的基層員工的學(xué)歷普遍偏低，大部分員工的逡逑學(xué)歷平，，政理人的歷平；于具業(yè)工業(yè)
[Abstract]:Employee performance management is one of the important contents of enterprise human resource management. Most enterprises have their own staff performance management system. Perfect performance management system is conducive to the effective management of enterprise employees, promote the personal career development of employees and the long-term development of enterprises. After the reform and opening up, under the condition of market economy, China's private economy has obtained great space for development. The number of private enterprises represented by small and medium-sized enterprises has played an important role in creating jobs and promoting China's economic development. The contribution rate to China's economic development is more than 60%. Vigorously supporting small and medium-sized enterprises is one of the important ways to promote the rapid development of China's economy. However, in the process of the development of small and medium-sized enterprises, with the increase of international competition and the deterioration of the domestic and international economic environment, the export decreases and the rise of raw material prices reduces the profit space of small and medium-sized enterprises in our country. At the same time, with the increase of labor costs, the competition among enterprises, especially the competition among employees, is becoming increasingly fierce. Since the beginning of 2004, the phenomenon of "shortage of migrant workers" has appeared in the Pearl River Delta region. After the 2008 financial crisis, the problem of "employment shortage" in the Pearl River Delta and the Yangtze River Delta region has further intensified, and the lack of staff has become a stumbling block to the development of small and medium-sized enterprises. How to manage and retain employees scientifically and effectively has become a compulsory course for the development of small and medium-sized enterprises in coastal areas. For small and medium-sized enterprises in China, the scale of small and medium-sized enterprises itself is small, 90% of the enterprises belong to small and micro-enterprises, the number of employees is small, and most of the employees are grass-roots employees of the enterprise. Some enterprises have not yet understood the importance of performance management, and do not pay enough attention to the performance management of employees. In the primary stage of the establishment of the staff performance management office of most small and medium-sized enterprises, there are some problems in the enterprise, such as low sense of belonging of employees, serious staff turnover and so on, which has become the bottleneck of the sustainable development of enterprises. At the same time, China's economy is in an important period of transformation, enterprises want to develop, human capital is one of its core competitiveness, the competition between small and medium-sized enterprises will be the competition of talents, for small and medium-sized enterprises in manufacturing industry, who has the core technical personnel, who can first occupy the highlands in the market. Therefore, how to better attract, retain and motivate talents, so that employees can "make the best use of their talents, each can do their best" in the current human management of small and medium-sized enterprises is particularly important. Scientific and reasonable performance management system is helpful for enterprises to attract talents and achieve the goal of good development of enterprises. It can be seen that the performance management of grass-roots employees plays a self-evident role in the development of small and medium-sized enterprises. Taking Guangdong JC Company as an example, through on-site investigation, interview and analysis, combined with the related theories of performance management, this paper finds that the performance management of JC Company has not yet established a scientific human resource management system, the management system is in the primary stage, and there are some problems, such as the single performance management system, the poor feedback and communication channels of performance evaluation results, and the lack of effective incentive mechanism in the management process. In the process of rapid development of JC Company, we should establish a scientific and reasonable performance management system according to the development scale of the enterprise, at the same time, strengthen the propaganda work of performance management within the enterprise, combine the people-oriented incentive mechanism, attach importance to the performance appraisal and feedback of results, communicate with the staff in time and effectively, so as to contribute to the healthy development of small and medium-sized enterprises.
【學(xué)位授予單位】：廣西師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.88

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