本文選題：績效考核 + KPI��； 參考：《華南理工大學(xué)》2013年碩士論文

【摘要】：2008年國際金融危機(jī)以來，，全球經(jīng)濟(jì)陷入持續(xù)低迷，對船舶的需求量大幅下降，船舶行業(yè)訂單普遍減少、融資困難、利潤萎縮全球范圍內(nèi)船舶制造企業(yè)相繼進(jìn)入“寒冬”，嚴(yán)寒至今仍沒有過去。而大多數(shù)中國船企以建造散貨船、油輪等低附加值船型為主，隨著國內(nèi)制造成本上升，此類船型的利潤空間進(jìn)一步萎縮，使得國內(nèi)大多數(shù)船企都處在了生死存亡的關(guān)口，此番“洗牌”已經(jīng)讓全國至少上百家船企宣告破產(chǎn)。中國船舶工業(yè)行業(yè)協(xié)會公布數(shù)據(jù)顯示，2012年，中國船舶行業(yè)造船三大指標(biāo)造船完工量、承接新船訂單量、以及手持船舶訂單量同比分別下降21.4%、43.6%和28.7%。中小船舶企業(yè)轉(zhuǎn)產(chǎn)、倒閉、減員現(xiàn)象嚴(yán)重。在這場危機(jī)中，Y造船企業(yè)得益于成立初始清晰的戰(zhàn)略愿景，明確的產(chǎn)品方向，定位于高科技、高附加值的細(xì)分市場，主攻海洋工程船等特種船舶，雖未在這個寒冬中遭受重創(chuàng)，但也正經(jīng)歷著一個不小的危機(jī)和考驗(yàn)。在外部環(huán)境不景氣的情況下，苦練內(nèi)功，尤其是提升企業(yè)人力資源管理的質(zhì)量和效率、從而達(dá)到降低成本、控制費(fèi)用、提高產(chǎn)品質(zhì)量、提升效益和企業(yè)經(jīng)營管理水平的目的，便成為擺上日程的頭等大事。 績效考核作為績效管理的重要手段和人力資源管理的關(guān)鍵一環(huán)，服務(wù)于企業(yè)的戰(zhàn)略目標(biāo)，監(jiān)督和約束目標(biāo)實(shí)現(xiàn)的過程，保障目標(biāo)的達(dá)成，向來也是企業(yè)人力資源管理中的一個難點(diǎn)。造船行業(yè)勞動力密集、技術(shù)密集，造船節(jié)點(diǎn)繁多、崗位工種蕪雜、一線工人流動性大等特點(diǎn)也對建立完善、高效的績效考核體系帶來很大的挑戰(zhàn)；相關(guān)研究資料較少，行業(yè)成熟經(jīng)驗(yàn)也不多。我們在走訪和調(diào)查中了解到，考核結(jié)果不能反映真實(shí)績效是造船企業(yè)績效考核中遇到的一個最突出的問題，在考核的指標(biāo)的選取和設(shè)定上也存在較大的盲目性。 本文以Y造船企業(yè)的績效考核為案例，探索造船企業(yè)基于KPI的績效考核體系的建立，對Y企業(yè)現(xiàn)行績效考核體系中存在的問題進(jìn)行梳理，結(jié)合企業(yè)的戰(zhàn)略目標(biāo)和業(yè)務(wù)流程，提取各部門各崗位的關(guān)鍵指標(biāo)，完善Y企業(yè)的績效考核體系。相信對其他造船企業(yè)和各類型企業(yè)的人力資源管理者都有一定的借鑒意義。
[Abstract]:Since the international financial crisis in 2008, the global economy has been in a continuous downturn, the demand for ships has fallen sharply, the shipping industry orders are generally reduced, the financing difficulties, and the profits shrinking worldwide, the shipbuilding enterprises have entered the "cold winter", and the cold is still not in the past. Most Chinese ship enterprises have low attached by building bulk carriers and tankers. With the increase of the value of the ship type, the profit space of the type of ship has shrunk as the domestic manufacturing cost is rising, which makes most of the ship enterprises at home and death. The ship's three major indicators, the quantity of shipbuilding completion, the order quantity of new ships, and the number of handheld ship's orders dropped by 21.4%, 43.6% and 28.7%. small and medium-sized ship enterprises to transfer, collapse, and reduce the attrition. In this crisis, Y shipbuilding enterprises benefited from the establishment of a clear initial strategic vision, clear product direction, high technology and high added value. The subdivision market and the major marine engineering ships, such as marine engineering ships, have not been severely damaged in this winter, but they are also experiencing a small crisis and test. In the case of bad external environment, it is hard to practice the internal work, especially to improve the quality and efficiency of the management of human resources, so as to reduce the cost, control the cost, and improve the product. Quality, efficiency and management level are the top priorities.
As an important means of performance management and a key link of human resource management, performance assessment serves the strategic objectives of the enterprise, supervises and constrains the process of achieving the goal, and ensures the achievement of the target. It is also a difficult point in the management of human resources. There are great challenges in the establishment of a perfect and efficient performance appraisal system, and the characteristics of the high and high mobility of the front-line workers have brought great challenges. The related research materials are less, and the mature experience of the industry is not much. We know in the visit and investigation that the results can not reflect the real performance is the most prominent problem in the performance appraisal of the shipbuilding enterprises. There is also a big blindness in the selection and setting of assessment indicators.
Taking the performance appraisal of Y shipbuilding enterprises as the case, this paper explores the establishment of the performance appraisal system based on KPI in shipbuilding enterprises, combing the existing problems in the current performance appraisal system of Y enterprises, combining the strategic target and business process of the enterprise, extracting the key indexes of each department, and perfecting the performance appraisal system of the Y enterprises. Other shipbuilding enterprises and human resources managers of all kinds of enterprises have certain reference significance.

【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F426.474

【參考文獻(xiàn)】

相關(guān)期刊論文 前5條

1 龍立榮;毛_撳

本文編號：1858390