發(fā)布時(shí)間：2018-01-02 08:34

  本文關(guān)鍵詞：津升集團(tuán)公司總部人員績(jī)效考核改進(jìn)研究　出處：《湖南大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 津升集團(tuán)公司 員工 績(jī)效指標(biāo) 績(jī)效考核

【摘要】：績(jī)效考核體系是現(xiàn)代企業(yè)人力資源管理與企業(yè)管理中舉足輕重的環(huán)節(jié)，是企業(yè)戰(zhàn)略目標(biāo)得以順利執(zhí)行并有效監(jiān)控的手段，績(jī)效考核體系是隨企業(yè)改革與發(fā)展階段不斷調(diào)整與持續(xù)改進(jìn)的一個(gè)動(dòng)態(tài)過程。在鐵合金冶煉行業(yè)不景氣和國(guó)家出臺(tái)對(duì)冶煉企業(yè)綜合治理政策的背景下，推行績(jī)效考核體系對(duì)企業(yè)有著十分積極和深遠(yuǎn)的意義。如何構(gòu)建適合本企業(yè)自身情況的績(jī)效考核體系是企業(yè)管理者急需解決的問題之一。 本文以平衡記分卡績(jī)效管理理論和關(guān)鍵業(yè)績(jī)指標(biāo)績(jī)效管理理論為指導(dǎo)，在綜合國(guó)內(nèi)外績(jī)效管理成果的基礎(chǔ)上，分析津升集團(tuán)公司總部人員績(jī)效考核現(xiàn)狀，津升集團(tuán)公司總部人員績(jī)效考核存在以下問題：績(jī)效目標(biāo)缺乏戰(zhàn)略導(dǎo)向、績(jī)效考核指標(biāo)體系不盡合理、績(jī)效結(jié)果沒有得到充分運(yùn)用等問題。主要原因有以下幾個(gè)方面：高層管理者理念不統(tǒng)一、缺乏績(jī)效文化、對(duì)績(jī)效考核體系的作用缺乏認(rèn)識(shí)、人力資源專業(yè)管理技能欠缺。基于集團(tuán)總部人員工作業(yè)績(jī)的較難測(cè)定性及專業(yè)分工性，構(gòu)建分層分類的人員績(jī)效考核體系，才能實(shí)現(xiàn)對(duì)集團(tuán)人員的個(gè)性化考評(píng)，發(fā)揮績(jī)效考核的最大功效，，促進(jìn)集團(tuán)總部人員工作績(jī)效的提升。對(duì)于不同層級(jí)的人員選用不同的考評(píng)辦法；如高層管理人員選用平衡記分卡發(fā)，部門經(jīng)理類人員選用綜合考評(píng)分法，基層人員選用KIP考評(píng)的方法�？�(jī)效考核的實(shí)施分為以下五個(gè)步驟：項(xiàng)目啟動(dòng)、宣貫階段、考核體系設(shè)計(jì)階段、考核體系試運(yùn)行、考核體系正式實(shí)施。 績(jī)效考核體系的改進(jìn)可以促使津升集團(tuán)公司將公司戰(zhàn)略轉(zhuǎn)化為各具體崗位的實(shí)際行動(dòng)方案，通過對(duì)工作目標(biāo)執(zhí)行過程和結(jié)果的監(jiān)控，薪酬與個(gè)人績(jī)效緊密結(jié)合，進(jìn)一步促進(jìn)總部各級(jí)人員的學(xué)習(xí)與成長(zhǎng)，提升津升集團(tuán)公司的整體競(jìng)爭(zhēng)力。
[Abstract]:The performance appraisal system is the important link in the modern enterprise human resources management and the enterprise management, is the enterprise strategic goal to carry out smoothly and the effective monitoring means. Performance appraisal system is a dynamic process of continuous adjustment and continuous improvement along with the enterprise reform and development stage. Under the background of the depression of ferroalloy smelting industry and the comprehensive management policy of the smelting enterprise issued by the state. The implementation of performance appraisal system has a very positive and far-reaching significance for enterprises. How to build a performance appraisal system suitable for the enterprise's own situation is one of the problems that enterprise managers urgently need to solve. Under the guidance of the balanced Scorecard performance management theory and the key performance index performance management theory, this paper analyzes the current situation of the performance appraisal of the headquarter staff of Jinsheng Group Company on the basis of synthesizing the domestic and foreign performance management results. There are the following problems in the performance appraisal of the headquarter of Jinsheng Group: the lack of strategic direction of the performance objectives and the unreasonable performance appraisal index system. The main reasons are as follows: the concept of senior management is not unified, the lack of performance culture, the lack of understanding of the role of performance appraisal system. Human resources professional management skills lack. Based on the group headquarters staff performance measurement and professional division of labor, the establishment of a hierarchical classification of personnel performance appraisal system, in order to achieve the group personnel personalized evaluation. Give full play to the maximum effect of performance appraisal and promote the improvement of the work performance of the headquarter staff of the Group. Choose different evaluation methods for different levels of personnel; For example, senior management choose balanced scorecard, department managers choose comprehensive evaluation method, grass-roots personnel choose KIP evaluation method. The implementation of performance appraisal is divided into the following five steps: project start. Publicity stage, evaluation system design phase, the test system trial operation, the formal implementation of the assessment system. The improvement of the performance appraisal system can promote the company to transform the company strategy into the actual action plan of each specific position, through the monitoring of the implementation process and results of the work objectives. Pay and personal performance are closely combined to further promote the headquarters at all levels of learning and growth to enhance the overall competitiveness of Jinsheng Group.
【學(xué)位授予單位】：湖南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F426.3

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