本文選題：績效管理 + 個性化績效　； 參考：《電子科技大學(xué)》2015年碩士論文

【摘要】：隨著越來越多的企業(yè)重視物流的管理,認(rèn)為是企業(yè)的“第三利潤源泉”,因此提高企業(yè)物流的效率已經(jīng)成為當(dāng)下熱門研究課題。無論是傳統(tǒng)的生產(chǎn)制造行業(yè),還是新興的互聯(lián)網(wǎng)電商行業(yè),在企業(yè)內(nèi)部管理上,提高效率往往以績效管理為首選方法,通過績效管理,企業(yè)能夠改變員工的工作態(tài)度、動機(jī),以達(dá)到企業(yè)效率的提升。然而由于受到物流自身發(fā)展的限制,包括人員素質(zhì)、流程設(shè)計(jì)等等因素的影響,使績效管理無論是在設(shè)計(jì)上還是在實(shí)施上,都執(zhí)行的不到位,使效率提升緩慢。因此迫切需要對企業(yè)的物流部門的績效管理進(jìn)行變革創(chuàng)新。本文以A公司物流部對象,重點(diǎn)對A公司物流部的部門層級的績效管理進(jìn)行診斷研究。首先對績效管理的相關(guān)的概念和理論進(jìn)行了系統(tǒng)的闡述,總結(jié)出科學(xué)的績效管理設(shè)計(jì)體系,并詳細(xì)研究了績效管理實(shí)施步驟,為后續(xù)的績效管理診斷提供了理論依據(jù)。其次客觀描述了A公司物流部目前運(yùn)行的績效管理體系現(xiàn)狀,通過問卷調(diào)查、內(nèi)部訪談、查閱公司前期文件,對A公司物流部門目前運(yùn)作的績效管理的方案進(jìn)行認(rèn)真診斷,分析出A公司物流部門目前在績效管理方面的問題。然后針對A公司物流部績效問題,通過分析A公司公司層績效管理目標(biāo)、業(yè)務(wù)操作流程、崗位說明書,獲取企業(yè)關(guān)鍵績效管理指標(biāo),并分析了員工個體,首次提出了個性化績效管理思路。最后為A公司物流部門設(shè)計(jì)出一套科學(xué)的、合理的具有激勵性的績效管理體系并付諸于實(shí)施。從實(shí)施后期的效果中來看,新的績效管理體系運(yùn)作效果比較良好,員工接受程度比較好,達(dá)到了公司的期望要求,適合A公司現(xiàn)階段的發(fā)展需求。研究結(jié)果表明,企業(yè)成功實(shí)施績效管理需要構(gòu)建大量的管理文件來支撐績效管理方案,同時個性化績效管理方法可以作為常規(guī)績效管理方法有效的補(bǔ)充。另外,使用分解法將績效管理指標(biāo)、指標(biāo)值根據(jù)企業(yè)的實(shí)際所處發(fā)展情況,分階段運(yùn)行,只有循序漸進(jìn)的實(shí)施績效管理,才能取得成功。本文的最后也分析了這次績效管理體系研究的不足,并提出了未來研究的展望。
[Abstract]:With more and more enterprises attach importance to the management of logistics, they think it is the third profit source of enterprises, so improving the efficiency of enterprise logistics has become a hot research topic. Whether it is the traditional manufacturing industry or the emerging Internet e-commerce industry, in the internal management of enterprises, performance management is often the preferred method to improve efficiency. Through performance management, enterprises can change the working attitude and motivation of employees. In order to achieve the efficiency of the enterprise. However, due to the limitations of logistics development, including the quality of personnel, process design and other factors, performance management, whether in design or implementation, are not implemented in place, so that the efficiency is slow to improve. Therefore, it is urgent to reform and innovate the performance management of logistics department. In this paper, A company logistics department object, focus on A company logistics department level of performance management diagnosis. Firstly, the related concepts and theories of performance management are systematically expounded, and the scientific performance management design system is summarized, and the implementation steps of performance management are studied in detail, which provides a theoretical basis for the subsequent performance management diagnosis. Secondly, it describes objectively the current situation of performance management system of Logistics Department of A Company, through questionnaire survey, internal interview, consulting the company's previous documents, and making a careful diagnosis of the performance management scheme of the current operation of Logistics Department of A Company. Analysis A company logistics department in the current performance management problems. Then, aiming at the performance problem of Logistics Department of Company A, by analyzing the performance management objectives, business operation process, job description, and obtaining the key performance management indicators of the company, the paper analyzes the individual employees. The idea of individualized performance management is put forward for the first time. Finally, a set of scientific and reasonable performance management system is designed and put into practice for company A logistics department. From the effect of the later stage of implementation, the new performance management system works well, and the staff accept it well, which meets the expectations of the company and is suitable for the development needs of A company at the present stage. The results show that the successful implementation of performance management requires the construction of a large number of management documents to support performance management programs, and personalized performance management methods can be used as an effective supplement to conventional performance management methods. In addition, the performance management index is divided into three stages according to the actual development of the enterprise. Only by implementing performance management step by step can the performance management be successful. At the end of this paper, the deficiency of the performance management system is analyzed, and the prospect of future research is put forward.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.92

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

1 王淑紅,龍立榮;績效管理綜述[J];中外管理導(dǎo)報(bào);2002年09期

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本文編號：1880398