【摘要】：本文主要以績(jī)效管理的相關(guān)理論為指導(dǎo)，站在一線(xiàn)營(yíng)銷(xiāo)人員的角度去審視R移動(dòng)公司員工績(jī)效管理體系的現(xiàn)狀，通過(guò)分析，指出了R移動(dòng)公司在績(jī)效管理過(guò)程中存在的問(wèn)題，，主要包括：管理者與員工未進(jìn)行有效的績(jī)效溝通；制定績(jī)效指標(biāo)過(guò)于繁多沒(méi)有重點(diǎn)；績(jī)效指標(biāo)不夠量化；考核標(biāo)準(zhǔn)很難衡量；缺乏有效的績(jī)效輔導(dǎo)；考核周期不夠合理；考核過(guò)程有失公平；績(jī)效反饋過(guò)于形式主義；反饋渠道不夠暢通；未實(shí)施有效的激勵(lì)政策等一系列的問(wèn)題。通過(guò)對(duì)R移動(dòng)公司一線(xiàn)營(yíng)銷(xiāo)人員的大量訪(fǎng)談以及結(jié)合所學(xué)的績(jī)效管理相關(guān)理論知識(shí)，認(rèn)為績(jī)效管理是一個(gè)循環(huán)的體系，因而從績(jī)效計(jì)劃、績(jī)效考核、績(jī)效反饋三個(gè)環(huán)節(jié)提出相關(guān)改進(jìn)意見(jiàn)，并對(duì)R移動(dòng)公司現(xiàn)存的績(jī)效管理體系進(jìn)行了優(yōu)化。主要體現(xiàn)在制定績(jī)效計(jì)劃之前和員工進(jìn)行充分對(duì)等的溝通，并且共同制定績(jī)效目標(biāo)進(jìn)而減少后期執(zhí)行阻力，采取關(guān)鍵績(jī)效指標(biāo)、360度等科學(xué)考核方法進(jìn)行公平客觀(guān)的考核，同時(shí)建立暢通的反饋渠道，切實(shí)解決員工在完成績(jī)效目標(biāo)過(guò)程中遇到的相關(guān)問(wèn)題，在一個(gè)績(jī)效周期完成后認(rèn)真總結(jié)經(jīng)驗(yàn)，尋找存在的不足加以改進(jìn)，為下一績(jī)效周期做好鋪墊。同時(shí)還需建立優(yōu)秀的績(jī)效管理文化和有效的激勵(lì)政策來(lái)輔助績(jī)效管理的實(shí)施，通過(guò)改進(jìn)，讓員工積極性得以提升，進(jìn)而更好地有助于企業(yè)戰(zhàn)略目標(biāo)的實(shí)現(xiàn)。 本論文是以績(jī)效管理的考核對(duì)象角度來(lái)進(jìn)行分析問(wèn)題的，因而本論文的結(jié)論對(duì)企業(yè)績(jī)效管理的管理者更具參考性，同時(shí)對(duì)于類(lèi)似于R移動(dòng)這種正在轉(zhuǎn)型的企業(yè)進(jìn)行績(jī)效管理改進(jìn)有借鑒作用。
[Abstract]:Under the guidance of the relevant theories of performance management, this paper examines the current situation of employee performance management system of R Mobile Company from the perspective of front-line marketers, and points out the problems existing in the process of performance management of R Mobile Company through analysis. Mainly include: managers and employees are not effective performance communication; the development of performance indicators too numerous and no focus; performance indicators are not quantified; evaluation standards are difficult to measure; lack of effective performance guidance; evaluation cycle is not reasonable; The appraisal process is unfair; the performance feedback is too formalistic; the feedback channel is not smooth; the effective incentive policy has not been implemented and so on. Through a large number of interviews with front-line marketers of R Mobile Company and combined with the relevant theoretical knowledge of performance management, it is considered that performance management is a circular system, so from the performance planning, performance evaluation, Three links of performance feedback are put forward, and the existing performance management system of R Mobile is optimized. Mainly reflected in the formulation of performance plans and staff before the full and equal communication, and jointly set performance goals to reduce the later implementation resistance, adopt key performance indicators, 360 degrees and other scientific assessment methods for fair and objective assessment, At the same time, establish unblocked feedback channels, effectively solve the staff in the process of performance goals encountered in the process of problems, in a performance cycle after the completion of a serious summary of experience, looking for shortcomings to be improved, for the next performance cycle to do a good job. At the same time, it is necessary to establish excellent performance management culture and effective incentive policy to assist the implementation of performance management. This paper is based on the performance management evaluation object angle to analyze the problem, so the conclusion of this paper is more reference to the managers of enterprise performance management. At the same time, it can be used for reference to improve the performance management of enterprises such as R Mobile.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F272.92;F626

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相關(guān)期刊論文 前1條

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本文編號(hào)：2269353