本文選題：績效考核　切入點：指標體系　出處：《華中科技大學(xué)》2013年碩士論文

【摘要】：隨著市場經(jīng)濟改革的逐步深入，國有企業(yè)對內(nèi)部的員工績效考核越來越重視。但由于通信企業(yè)自身的國有特性、歷史遺留的諸多問題以及績效考核過程中本身存在的各種不確定性因素，導(dǎo)致考核難以達到令人滿意的效果，而績效考核的有效性和員工激勵的設(shè)計是否科學(xué)又有著直接關(guān)系，因此對績效考核體系的和激勵機制的深入研究成為通信企業(yè)研究的重大課題。 本文深入研究了目前國內(nèi)外績效考核與激勵機制研究現(xiàn)狀，在充分理解我國通信行業(yè)資深特點和中移動武漢分公司本部績效考核與激勵機制現(xiàn)狀的基礎(chǔ)上，指出該公司的績效管理存在績效考核體系不健全不系統(tǒng)、指標設(shè)計不科學(xué)不適用、考核方法不合理并缺乏全員參與、績效考核結(jié)果沒有有效利用等主要問題，其員工激勵現(xiàn)狀也不盡如人意。本文針對這些問題，運用關(guān)鍵績效指標（KPI）和平衡計分卡（BSC）的等管理思想，，對中移動武漢分公司本部績效考核與激勵對策的改善提出了基本思路，在績效考核構(gòu)建層面明確了考核體系的設(shè)計思路和基本內(nèi)容、績效考核指標體系的設(shè)計及該體系有效實施所需要的保障；在激勵機制構(gòu)建層面，提出了本部激勵機制建立的基本原則，從薪酬激勵、績效激勵和其他激勵三個方面提出了改進設(shè)計的意見。根據(jù)這兩個層面的構(gòu)建，從而形成完整的員工考核機制和激勵機制，以此促進部門績效和員工績效的提升，最終帶動公司整體績效的改善，從而為公司發(fā)展戰(zhàn)略目標的實現(xiàn)打下堅實的基礎(chǔ)。 筆者希望能為國內(nèi)通信公司績效考核在人力資源管理中的應(yīng)用的實施，起到一定的參考作用，以期對通信公司現(xiàn)有績效考核模式和激勵機制的建立有一定的指導(dǎo)意義。
[Abstract]:With the deepening of the market economy reform, state-owned enterprises pay more and more attention to the internal performance appraisal of employees. However, due to the state-owned characteristics of the communication enterprises, Many problems left over by history and various uncertain factors existing in the process of performance appraisal lead to the difficulty of achieving satisfactory results. However, the effectiveness of performance appraisal is directly related to whether the design of employee motivation is scientific or not. Therefore, the in-depth study of performance appraisal system and incentive mechanism has become a major topic of communication enterprises. This paper deeply studies the current research situation of performance appraisal and incentive mechanism at home and abroad, on the basis of fully understanding the senior characteristics of communication industry in China and the present situation of performance appraisal and incentive mechanism of China Mobile Wuhan Branch. It is pointed out that the performance management of the company has the following main problems: the performance appraisal system is not perfect, the index design is not scientific and not applicable, the evaluation method is unreasonable and lacks the participation of all the staff, and the results of the performance appraisal are not effectively utilized. Aiming at these problems, this paper puts forward some basic ideas on how to improve the performance appraisal and incentive countermeasures of Wuhan Branch of China Mobile by using the management ideas of KPI (key performance Index) and BSCB (balanced Scorecard). At the level of performance appraisal construction, the design ideas and basic contents of performance appraisal system, the design of performance appraisal index system and the guarantee needed for its effective implementation are clarified. This paper puts forward the basic principles of the establishment of incentive mechanism in this part, and puts forward some suggestions for improving the design from three aspects of salary incentive, performance incentive and other incentive. According to the construction of these two levels, the complete employee appraisal mechanism and incentive mechanism are formed. In order to promote the performance of the department and the staff performance, ultimately driving the improvement of the overall performance of the company, thus laying a solid foundation for the realization of the strategic objectives of the development of the company. The author hopes to play a certain reference role in the implementation of the application of performance appraisal in the human resource management of domestic communication companies, with a view to guiding the establishment of the existing performance appraisal model and incentive mechanism of the communication companies.
【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F626

【參考文獻】

相關(guān)期刊論文 前10條

1 楊萍;;知識員工成就激勵型全面薪酬制度設(shè)計研究[J];安徽工業(yè)大學(xué)學(xué)報(社會科學(xué)版);2010年05期

2 吳媛媛;;企業(yè)績效評價非財務(wù)指標體系研究評述[J];財經(jīng)界(學(xué)術(shù)版);2008年02期

3 劉正周;論企業(yè)組織的激勵機制及其設(shè)計[J];當代財經(jīng);2000年06期

4 馬煉,施祖留;中西人本管理比較[J];當代財經(jīng);2005年06期

5 馬佳;;電信運營企業(yè)績效考核方法新論[J];當代通信;2006年12期

6 李垣,張完定;管理者激勵組合的理論探討[J];管理工程學(xué)報;2002年03期

7 劉冬榮;賀勇;;論企業(yè)績效評價體系創(chuàng)新的動力和博弈論模式[J];湖南財經(jīng)高等�？茖W(xué)校學(xué)報;2006年01期

8 蔡飛;王倩;;企業(yè)績效考核中存在的主要問題及對策[J];科技情報開發(fā)與經(jīng)濟;2009年04期

9 鄒穎;;我國國有企業(yè)績效評價演進綜述[J];會計師;2007年12期

10 司強,張志紅,曹振杰;核心人力資本激勵機制研究[J];山東經(jīng)濟戰(zhàn)略研究;2003年08期

本文編號：1660795