【摘要】：DY控股集團(tuán)經(jīng)過十幾年的拼搏努力,從一個只有3000元資金、2名員工、12平方的燃具小店鋪發(fā)展成為一家擁有“經(jīng)典廚衛(wèi)”、“品質(zhì)房產(chǎn)”、“實(shí)業(yè)投資”三大事業(yè)板塊,員工3000余名,資產(chǎn)12億元,銷售超18億元的大型現(xiàn)代化企業(yè)集團(tuán),實(shí)屬不易。未來企業(yè)如果想在當(dāng)下這個競爭激烈的社會依然屹立不倒,那么構(gòu)建科學(xué)的績效考核體系就成為了重中之重。 業(yè)務(wù)主管在DY控股集團(tuán)中可以說扮演了一個承上啟下的角色,是該集團(tuán)的中堅(jiān)力量,所以我們就業(yè)務(wù)主管現(xiàn)行的績效考核進(jìn)行深入研究,從點(diǎn)入手,解決這個關(guān)鍵一環(huán)目前仍然存在的問題。筆者通過調(diào)查問卷,面談等方式,發(fā)現(xiàn)了DY控股集團(tuán)業(yè)務(wù)主管績效考核中存在的一系列問題,諸如：考核目的不明確,考核系統(tǒng)不健全,考核方法不科學(xué)等,如果還不進(jìn)行大刀闊斧的改革,那么DY控股集團(tuán)不僅將直面現(xiàn)在這種裹足不前的局面,未來將會遇到更多棘手的問題。 因此,本文在借鑒國內(nèi)外績效管理和業(yè)務(wù)主管績效考核的研究成果和相關(guān)理論的基礎(chǔ)上,針對DY控股集團(tuán)業(yè)務(wù)主管績效考核存在的主要問題進(jìn)行對癥下藥,首先用關(guān)鍵指標(biāo)法確定評價(jià)指標(biāo)、接著運(yùn)用層次分析法確定績效考核指標(biāo)權(quán)重,并結(jié)合360度績效評估法對評價(jià)對象進(jìn)行打分,通過定量與定性的有機(jī)結(jié)合,得出科學(xué)完整的績效考核體系。 未來將引入這套科學(xué)的考核體系,從而全方面的提升業(yè)務(wù)主管的競爭力,同時(shí)也可以將之在集團(tuán)內(nèi)推廣,供其他部門借鑒改革。與此同時(shí),本文也豐富了民營企業(yè)績效考核的研究。
[Abstract]:After more than ten years of hard work, DY Holdings Group has developed from a small store with only 3000 yuan of capital, 2 employees and 12 square meters of burning utensils into a "classic kitchen and bathroom", "quality real estate" and "industrial investment" three major business sectors. More than 3000 employees, assets of 1.2 billion yuan, sales of more than 1.8 billion yuan large-scale modern enterprise group, is not easy. If enterprises in the future want to stand firm in this competitive society, then the construction of scientific performance appraisal system has become the top priority. Business executives can be said to play a connecting role in the DY holding group, which is the backbone of the group, so we conduct in-depth research on the current performance appraisal of business executives, starting from the point. Solve the problem that this key link still exists at present. By means of questionnaire, interview and so on, the author finds out a series of problems existing in the performance appraisal of DY holding group business executives, such as: the purpose of appraisal is not clear, the appraisal system is not perfect, the assessment method is not scientific, etc. Without drastic reforms, DY Holdings will not only face up to the current situation, but will face more thorny problems in the future. Therefore, based on the research results and relevant theories of performance management and business executive performance appraisal at home and abroad, this paper aims at the main problems of DY holding group business executives performance appraisal. Firstly, the evaluation index is determined by the key index method, and then the weight of the performance appraisal index is determined by the analytic hierarchy process (AHP), and the evaluation object is scored by the 360-degree performance evaluation method, which is organically combined with the quantitative and qualitative analysis. A scientific and complete performance appraisal system is obtained. In the future, this scientific evaluation system will be introduced to enhance the competitiveness of business executives in all aspects, and can also be promoted in the group for other departments to learn from the reform. At the same time, this article also enriches the private enterprise performance appraisal research.
【學(xué)位授予單位】：蘭州理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.6;F272.92

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