本文關(guān)鍵詞：YT客車公司員工績效管理體系優(yōu)化研究　出處：《東華大學》2017年碩士論文　論文類型：學位論文

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【摘要】：伴隨中國對外開放的力度不斷加大以及經(jīng)濟社會的不斷發(fā)展,中國汽車制造工業(yè)在過去三十多年的時間里獲得了快速發(fā)展,尤其是新世紀以來更是保持著爆發(fā)式的高速增長,中國已成為全球汽車產(chǎn)銷第一大國。中國汽車制造企業(yè)也不斷走出國門,加速融入全球生產(chǎn)體系。但是,全球化的深入推進也帶來了汽車制造市場競爭環(huán)境的日趨嚴峻,中國汽車制造工業(yè)未來的發(fā)展也將由過去的規(guī)模擴張向結(jié)構(gòu)調(diào)整和產(chǎn)業(yè)升級轉(zhuǎn)變。尤其是在當前的宏觀經(jīng)濟形勢下,全球經(jīng)濟復蘇乏力,中國經(jīng)濟增長速度持續(xù)下滑,進入了“經(jīng)濟新常態(tài)”,國家提出要推進供給側(cè)結(jié)構(gòu)性改革,作為重要的戰(zhàn)略性產(chǎn)業(yè),汽車制造行業(yè)如何面對整個全球生產(chǎn)、銷售網(wǎng)絡(luò),不斷推進結(jié)構(gòu)升級,在日趨白熱化的競爭格局中占據(jù)一席之地?人力資源是產(chǎn)業(yè)發(fā)展、競爭力提升的最為關(guān)鍵的因素,而作為企業(yè)人力資源管理中最為關(guān)鍵的子系統(tǒng)之一,員工績效管理已經(jīng)得到了社會各界的廣泛關(guān)注。所以,研究企業(yè)的員工績效管理體系,對于提升員工績效,優(yōu)化人力資源的配置,促進企業(yè)發(fā)展戰(zhàn)略的實現(xiàn)和企業(yè)的市場競爭力的提升有重要意義。本文選取了國內(nèi)最大一家客車制造企業(yè)YT客車公司作為研究案例,對其員工績效管理體系進行深入探討。首先,基于人力資源管理理論,本文闡述了績效管理的內(nèi)涵以及與績效考核的差異,并對績效管理的流程進行了梳理。目標管理法、關(guān)鍵績效指標管理法、平衡積分卡法是員工績效管理的重要分析工具,本文對其進行了詳細介紹,并比較它們的優(yōu)缺點,為yt客車客戶管理體系的優(yōu)化奠定理論基礎(chǔ)。其次,探究yt客車公司現(xiàn)有的員工績效管理狀況,并通過調(diào)查問卷、訪談等方式深入探究了其員工績效管理中存在的問題與原因。研究發(fā)現(xiàn),yt客車公司不管是管理人員還是普通員工對績效管理的內(nèi)涵理解存在嚴重偏差,仍將“績效管理”等同于傳統(tǒng)的“績效考核”;員工績效管理的制定也存在著嚴重的不合理問題,員工績效管理的戰(zhàn)略導向性不足,績效管理指標設(shè)計不科學,沒有充分體現(xiàn)出提升員工工作能力的目的;績效管理的實施過程也極不規(guī)范,績效管理計劃的制定員工參與度普遍偏低,相關(guān)管理人員缺乏對績效管理的輔導,績效管理反饋溝通不暢,缺乏投訴機制等;另外,yt客車公司的員工績效管理結(jié)果應用較為單一,大部分僅用于員工薪酬的方法上,嚴重制約了人力資源的優(yōu)化配置。為了提升yt客車公司員工績效水平,必須對其員工績效管理體系進行優(yōu)化。本文認為,在進行員工績效管理體系的優(yōu)化時,需要對績效管理中的“績效計劃、績效計劃的實施與管理、績效評估、績效診斷和反饋、績效評估結(jié)果的應用和績效信息的收集與處理”等六大子系統(tǒng)進行系統(tǒng)考量,同時,績效管理與崗位管理、薪酬管理相輔相成,在優(yōu)化績效管理的同時,也必須對公司的崗位管理體系、薪酬管理體系進行綜合優(yōu)化;在推進績效管理的實施中,要特別注意公司的全員參與性,循序漸進的推進實施�；谶@些原則,本研究從績效管理的計劃、輔導、評估、結(jié)果應用、制度等不同層面進行了優(yōu)化設(shè)計,為保證優(yōu)化后的員工績效管理體系的落實,需要yt客車公司不管是管理人員,還是普通的員工,在思想上要梳理正確的績效管理理念,把績效觀念深入到日常的生產(chǎn)經(jīng)營中去;構(gòu)建強有力的具有不同層次的組織保障體系,推動新的績效管理體系的有效運行;采用先進的信息通訊設(shè)備與技術(shù),構(gòu)建信息化績效運行平臺。最后,要不斷完善各項制度體系,為優(yōu)化后的員工績效管理體系提供強有力的制度保障。
[Abstract]:With the continuous development of Chinese opening has intensified and the economic and social China, automobile manufacturing industry gained rapid development in the past thirty years, especially since the new century is to maintain a rapid growth spurt, Chinese has become a global car sales in the first country. Chinese automobile manufacturing enterprises continue to go abroad to accelerate the integration of the global production system. However, the development of the globalization also brings the competition environment of automobile manufacturing market is becoming more and more serious, the future development of Chinese automobile manufacturing industry will also be the last expansion to structural adjustment and industrial upgrading. Especially in the current macroeconomic situation, the global economic recovery is weak, China economic growth the speed continues to decline, entered the new economic norm, the state proposed to promote the supply side structural reform, as an important strategy. Industry, automobile manufacturing industry how to face the global production and sales network, continue to promote the upgrading of the structure, occupy a space for one person in the increasingly intense competition? Human resource is the industrial development, the key factors to enhance the competitiveness, and as the enterprise human resources management is one of the key subsystems, employee performance management has get the wide attention of the society. Therefore, employee performance management system of enterprises, to improve staff performance, optimize the allocation of human resources, it has important significance in promoting the enterprise development strategy to achieve and enhance the market competitiveness of enterprises. This paper selects the largest passenger car manufacturing enterprise YT bus company as a case study, for further research on the employee performance management system. Firstly, based on the theory of human resource management, this paper expounds the connotation of performance management, and performance Assessment of the differences, and the process of performance management of the sort. Target management method, key performance index management method, balanced scorecard method is an important analysis tool of performance management, this paper gives a detailed introduction to its, and compared their advantages and disadvantages, lay the theoretical foundation for the optimization of YT bus customer management system. Secondly, research on employee performance management status of YT bus company existing, and through the questionnaire, interview and so on the in-depth study of the existing staff performance management problems and reasons. The study found that YT bus company whether managers and ordinary employees to understand the meaning of performance management there is a serious deviation, still "performance management is equivalent to the traditional performance evaluation; development of employee performance management also exists unreasonable problems, lack of strategy oriented performance management, performance management index. Design is not scientific, not fully reflect the objective to enhance staff capability; the implementation process of performance management is not standardized, the performance management plan of employee involvement is generally low, the lack of relevant management personnel performance management performance management guidance, feedback communication, lack of complaint mechanism; in addition, the results of employee performance management YT bus company's application is relatively single, most only method for employee compensation, seriously restrict the optimal allocation of human resources. In order to improve the level of employee performance YT bus company, must to the staff performance management system optimization. This paper argues that in the optimization of the performance management system, the need for performance management the performance plan, implementation and management of performance plan, performance evaluation, performance evaluation and feedback, performance evaluation and performance results of the application of information collection and processing etc. The six subsystems are considered, at the same time, performance management and post management, salary management complement each other, in the optimization of the performance management at the same time, but also to the company's job management system, salary management system for comprehensive optimization; in the implementation of performance management in advance, pay special attention to the company's full participation, step by step implementation. Based on these principles, the application of this research from the performance management plan, guidance, assessment results, different levels of the system were optimized, in order to ensure the implementation of the performance management system optimization, YT bus company whether managers or general staff, to sort out the correct concept of performance management in thought on the concept of performance into the daily production management; build a strong security system with different levels of organization, promote the effective operation of the new performance management system. We should adopt advanced information communication equipment and technology to build an information performance operation platform. Finally, we must constantly improve various institutional systems, and provide a strong system guarantee for the optimized employee performance management system.

【學位授予單位】：東華大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F426.471

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