本文選題：績(jī)效管理　切入點(diǎn)：績(jī)效考評(píng)　出處：《吉林大學(xué)》2017年碩士論文

【摘要】：汽車后市場(chǎng)是指汽車銷售以后,圍繞汽車使用過程中的各種服務(wù),它涵蓋了消費(fèi)者買車后所需要的一切服務(wù)。隨著我國(guó)汽車保有量的快速增長(zhǎng),發(fā)展迅速,各大汽車集團(tuán)、社會(huì)資本紛紛在汽車后市場(chǎng)領(lǐng)域進(jìn)行布局,競(jìng)爭(zhēng)愈發(fā)激烈。長(zhǎng)春第一汽車服務(wù)貿(mào)易有限公司(以下簡(jiǎn)稱“長(zhǎng)服公司”)是中國(guó)第一汽車集團(tuán)有限公司的全資子公司,具有典型的國(guó)有企業(yè)特征。其業(yè)務(wù)領(lǐng)域?yàn)槠囦N售和汽車后市場(chǎng)業(yè)務(wù)。綜合考慮宏觀經(jīng)濟(jì)政策和市場(chǎng)環(huán)境的影響,公司將未來的戰(zhàn)略重點(diǎn)方向定位在發(fā)展汽車后市場(chǎng)業(yè)務(wù)。長(zhǎng)服公司的汽車后市場(chǎng)業(yè)務(wù)主要由四大部分組成:汽車租賃業(yè)務(wù),二手車業(yè)務(wù)、汽車維修服務(wù)業(yè)務(wù)和汽車文化業(yè)務(wù)。這四項(xiàng)業(yè)務(wù)都處于充分競(jìng)爭(zhēng)領(lǐng)域,面對(duì)激烈的汽車后市場(chǎng)競(jìng)爭(zhēng),公司決定通過績(jī)效管理來充分調(diào)動(dòng)員工的積極性、改善服務(wù)態(tài)度、提高服務(wù)水平,進(jìn)而提升公司整體競(jìng)爭(zhēng)力。本文從理論研究入手,綜合運(yùn)用文獻(xiàn)分析和實(shí)地訪談員工的方法研究了長(zhǎng)服公司汽車后市場(chǎng)人員績(jī)效管理中存在的問題:績(jī)效管理職能分散、績(jī)效指標(biāo)設(shè)定不合理、績(jī)效實(shí)施環(huán)節(jié)重視程度不夠、績(jī)效考評(píng)流于形式、績(jī)效結(jié)果應(yīng)用無法形成有效激勵(lì)。綜合分析后得出長(zhǎng)服公司汽車后市場(chǎng)業(yè)務(wù)并沒有形成合理的、系統(tǒng)的績(jī)效管理方案。主要原因產(chǎn)生在三個(gè)層面:企業(yè)文化層面、管理者層面和員工層面。針對(duì)問題,確定了有效推進(jìn)戰(zhàn)略實(shí)施及重點(diǎn)工作開展、公開性原則、統(tǒng)一管理原則、有效溝通和充分激勵(lì)五項(xiàng)原則。從績(jī)效計(jì)劃、績(jī)效實(shí)施、績(jī)效考評(píng)、績(jī)效結(jié)果反饋及應(yīng)用幾個(gè)方面制定了長(zhǎng)服公司汽車后市場(chǎng)人員的績(jī)效管理方案,新的績(jī)效管理方案的設(shè)計(jì)過程中借鑒了目標(biāo)管理、平衡計(jì)分卡和關(guān)鍵績(jī)效指標(biāo)考核的績(jī)效管理思想。在績(jī)效計(jì)劃的制定過程中特別關(guān)注指標(biāo)設(shè)定的合理性,必須要體現(xiàn)對(duì)公司戰(zhàn)略和重點(diǎn)工作的支撐,兼顧財(cái)務(wù)指標(biāo)和能力提升指標(biāo)。在績(jī)效實(shí)施的控制上要常態(tài)化和制度化�？�(jī)效考評(píng)要規(guī)則在先,注重公開性。在考評(píng)結(jié)果出現(xiàn)爭(zhēng)議時(shí)提倡充分溝通解決,必要時(shí)可以提出申訴,注重考評(píng)的公平性和公正性。在績(jī)效結(jié)果的應(yīng)用環(huán)節(jié)強(qiáng)調(diào)充分激勵(lì)的作用,對(duì)于市場(chǎng)化業(yè)務(wù)給予明顯高于非市場(chǎng)化業(yè)務(wù)的激勵(lì),體現(xiàn)出績(jī)效管理的導(dǎo)向性和充分激勵(lì)原則。為了確保新設(shè)計(jì)的績(jī)效管理方案能夠順利的實(shí)施,對(duì)如何保障方案實(shí)施也進(jìn)行了具體的設(shè)計(jì)。主要包括組織保障、制度保障和人員保障。在組織上成立以總經(jīng)理負(fù)責(zé)的專門項(xiàng)目組,在制度上制定績(jī)效管理的制度及配套的人力資源、財(cái)務(wù)管理和經(jīng)營(yíng)控制等方面的相關(guān)制度。以確保政策的嚴(yán)肅性和持續(xù)性。引起各級(jí)管理人員的重視、提高廣大員工的工作積極性。
[Abstract]:After the automobile market, it refers to all kinds of service around the process of using the automobile after the automobile sale. It covers all the services that the consumers need after buying the car. With the rapid growth and development of the automobile ownership in our country, the major automobile groups, Social capital has been deployed in the field of the automobile rear market, and the competition is becoming fiercer. Changchun first Automobile Service Trading Co., Ltd. (hereinafter referred to as "Changfu Company") is a wholly owned subsidiary of China first Automobile Group Co., Ltd. Having typical characteristics of state-owned enterprises. Their fields of business are auto sales and post-market operations. Take into account the impact of macroeconomic policies and the market environment, The company will focus its future strategy on the development of the after-market business. The after-market business of the long service company consists of four major parts: car rental business, second-hand car business, The four businesses are in the field of full competition. In the face of the fierce market competition after the automobile, the company decided to fully mobilize the enthusiasm of its employees and improve its service attitude through performance management. Improve the service level, and then enhance the overall competitiveness of the company. Using the methods of literature analysis and field interview, this paper studies the problems existing in the performance management of the market personnel after the automobile in the long service company: the function of performance management is dispersed, the setting of the performance index is unreasonable, and the performance implementation is not paid enough attention to. Performance evaluation is a formality, and the application of performance results can not form an effective incentive. After comprehensive analysis, it is concluded that the market business of long service company after automobile has not formed reasonable, System performance management program. The main reasons are in three levels: corporate culture level, management level and employee level. Aiming at the problem, the effective promotion of strategic implementation and key work development, the principle of openness, the principle of unified management, Five principles of effective communication and full motivation. From the performance plan, performance implementation, performance appraisal, performance result feedback and application, the performance management scheme of the automobile market personnel after long service company is established. In the design of the new performance management scheme, we draw lessons from the performance management ideas of objective management, balanced scorecard and key performance indicators, and pay special attention to the rationality of indicator setting in the process of making performance plan. It is necessary to embody the support for the company's strategy and key work, to take into account the financial indicators and the ability improvement indicators, to regularize and institutionalize the performance implementation control, and to give priority to the performance appraisal rules. Pay attention to openness. When disputes arise in the evaluation results, we advocate full communication and resolution, if necessary, we can lodge complaints, pay attention to the fairness and fairness of the evaluation, and emphasize the role of adequate incentives in the application of performance results. The incentive of market-oriented business is obviously higher than that of non-market-oriented business, which reflects the orientation of performance management and the principle of adequate incentive. In order to ensure the implementation of the newly designed performance management scheme, The specific design of how to guarantee the implementation of the program is also carried out. It mainly includes organizational security, system security and personnel security. A special project team with the responsibility of the general manager is set up in the organization. In order to ensure the seriousness and continuity of the policy, to establish the system of performance management and related systems of supporting human resources, financial management and management control, so as to arouse the attention of managers at all levels. Improve the working enthusiasm of the vast number of employees.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.471;F272.92

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