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

【摘要】：隨著市場(chǎng)經(jīng)濟(jì)改革的逐步深入，國(guó)有企業(yè)對(duì)內(nèi)部的員工績(jī)效考核越來(lái)越重視。但由于通信企業(yè)自身的國(guó)有特性、歷史遺留的諸多問(wèn)題以及績(jī)效考核過(guò)程中本身存在的各種不確定性因素，導(dǎo)致考核難以達(dá)到令人滿意的效果，而績(jī)效考核的有效性和員工激勵(lì)的設(shè)計(jì)是否科學(xué)又有著直接關(guān)系，因此對(duì)績(jī)效考核體系的和激勵(lì)機(jī)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(guó)內(nèi)外績(jī)效考核與激勵(lì)機(jī)制研究現(xiàn)狀，在充分理解我國(guó)通信行業(yè)資深特點(diǎn)和中移動(dòng)武漢分公司本部績(jī)效考核與激勵(lì)機(jī)制現(xiàn)狀的基礎(chǔ)上，指出該公司的績(jī)效管理存在績(jī)效考核體系不健全不系統(tǒng)、指標(biāo)設(shè)計(jì)不科學(xué)不適用、考核方法不合理并缺乏全員參與、績(jī)效考核結(jié)果沒(méi)有有效利用等主要問(wèn)題，其員工激勵(lì)現(xiàn)狀也不盡如人意。本文針對(duì)這些問(wèn)題，運(yùn)用關(guān)鍵績(jī)效指標(biāo)（KPI）和平衡計(jì)分卡（BSC）的等管理思想，，對(duì)中移動(dòng)武漢分公司本部績(jī)效考核與激勵(lì)對(duì)策的改善提出了基本思路，在績(jī)效考核構(gòu)建層面明確了考核體系的設(shè)計(jì)思路和基本內(nèi)容、績(jī)效考核指標(biāo)體系的設(shè)計(jì)及該體系有效實(shí)施所需要的保障；在激勵(lì)機(jī)制構(gòu)建層面，提出了本部激勵(lì)機(jī)制建立的基本原則，從薪酬激勵(lì)、績(jī)效激勵(lì)和其他激勵(lì)三個(gè)方面提出了改進(jìn)設(shè)計(jì)的意見(jiàn)。根據(jù)這兩個(gè)層面的構(gòu)建，從而形成完整的員工考核機(jī)制和激勵(lì)機(jī)制，以此促進(jìn)部門績(jī)效和員工績(jī)效的提升，最終帶動(dòng)公司整體績(jī)效的改善，從而為公司發(fā)展戰(zhàn)略目標(biāo)的實(shí)現(xiàn)打下堅(jiān)實(shí)的基礎(chǔ)。 筆者希望能為國(guó)內(nèi)通信公司績(jī)效考核在人力資源管理中的應(yīng)用的實(shí)施，起到一定的參考作用，以期對(duì)通信公司現(xiàn)有績(jī)效考核模式和激勵(lì)機(jī)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(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F626

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