本文選題：績效管理 + 關(guān)鍵績效指標(biāo)(KPI)��； 參考：《西南交通大學(xué)》2013年碩士論文

【摘要】：績效管理是人力資源管理體系的核心與基礎(chǔ),世界各國企業(yè)正試圖通過建立科學(xué)、有效的績效管理體系,以提高員工績效和組織績效,提升企業(yè)的競爭優(yōu)勢。但從實(shí)踐情況來看,國內(nèi)企業(yè)在績效管理方面還存在著許多問題和缺陷。本文以青島FT公司的績效管理體系為研究對象,以績效管理理論為依據(jù),運(yùn)用績效管理的方法和相關(guān)工具,結(jié)合公司的績效管理現(xiàn)狀,通過理論聯(lián)系實(shí)際,為青島FT公司系統(tǒng)地設(shè)計(jì)了績效管理體系,希望對公司在績效管理方面有所幫助。 本文首先系統(tǒng)地綜述了績效管理的基本理論、績效管理與績效考核的聯(lián)系與區(qū)別,以及績效管理的方法(BSC、KPI等),并對四種績效管理的方法的優(yōu)缺點(diǎn)做了比較。本文研究的重點(diǎn)內(nèi)容是青島FT公司績效指標(biāo)體系和績效管理流程的建立。 一方面結(jié)合青島FT公司績效管理現(xiàn)狀,通過研究現(xiàn)狀、找出問題、分析原因,運(yùn)用績效管理的相關(guān)理論,找出實(shí)現(xiàn)企業(yè)戰(zhàn)略目標(biāo)的成功關(guān)鍵因素,形成企業(yè)級KPI目標(biāo)框架；再運(yùn)用KPI和MBO方法,將企業(yè)的戰(zhàn)略目標(biāo)分解到部門,建立部門級KPI；通過部門KPI和崗位職責(zé),設(shè)計(jì)了崗位KPI。同時按照員工層級職類的不同,從工作業(yè)績(KPI)與工作行為(工作態(tài)度和工作能力)兩個維度設(shè)計(jì)了員工的績效考核指標(biāo)體系。 另一方面以績效管理基本理論為依據(jù),運(yùn)用績效管理的方法和相關(guān)工具,結(jié)合企業(yè)的實(shí)際,設(shè)計(jì)了包括績效計(jì)劃、績效輔導(dǎo)、績效考評和績效結(jié)果反饋及應(yīng)用的績效管理流程。為保障青島FT公司績效管理體系的有效實(shí)施,本文還提出了具體的保障措施和建議。
[Abstract]:Performance management is the core and foundation of human resource management system. Enterprises all over the world are trying to establish scientific and effective performance management system in order to improve staff performance and organizational performance and enhance the competitive advantage of enterprises. However, in practice, there are still many problems and defects in performance management of domestic enterprises. This paper takes the performance management system of Qingdao FT Company as the research object, takes the performance management theory as the basis, uses the performance management method and the correlation tool, unifies the company's performance management present situation, through the theory unifies the practice, This paper systematically designs the performance management system for Qingdao FT Company, hoping to help the company in performance management. Firstly, this paper systematically summarizes the basic theory of performance management, the relationship and difference between performance management and performance appraisal, as well as the methods of performance management, such as BSC-KPI, and compares the advantages and disadvantages of the four performance management methods. This paper focuses on the establishment of performance indicator system and performance management process of Qingdao FT Company. On the one hand, combined with the current situation of performance management of Qingdao FT Company, through the study of the current situation, find out the problems, analyze the reasons, use the relevant theory of performance management, find out the key factors to achieve the strategic objectives of enterprises, and form the enterprise KPI goal framework; Then using the method of KPI and MBO, the strategic goal of the enterprise is decomposed into the department, and the department level KPIs are established, and the post KPIs are designed through the department KPI and the post responsibility. At the same time, according to the different categories of employees, the performance evaluation index system is designed from two dimensions: job performance KPI) and work behavior (work attitude and work ability). On the other hand, based on the basic theory of performance management, the performance management process including performance planning, performance guidance, performance evaluation, performance result feedback and application is designed by using the performance management method and related tools. In order to ensure the effective implementation of the performance management system of Qingdao FT Company, this paper also puts forward the specific safeguard measures and suggestions.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F426.72

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本文編號：1963850