【摘要】：加入WTO后,國內(nèi)企業(yè)面臨著更加激烈內(nèi)外部競爭。伴隨著競爭的加劇,企業(yè)更加注重資源的整合,而人力資源作為企業(yè)最重要、做有價(jià)值的資源也越發(fā)得到管理者的重視。加強(qiáng)企業(yè)的人力資源管理,提高人力資源利用效率也成為管理者重點(diǎn)關(guān)注問題。人力資源管理在現(xiàn)代企業(yè)管理中發(fā)揮著越來越重要的作用,是現(xiàn)代企業(yè)管理的核心,而績效管理又是企業(yè)人力資源管理中的重要環(huán)節(jié),它在現(xiàn)代企業(yè)管理中地位越發(fā)重要。績效管理作為人力資源管理工作的核心,是現(xiàn)代企業(yè)管理者面臨的現(xiàn)實(shí)而重大的課題。績效管理作為實(shí)現(xiàn)企業(yè)效益的有效手段,得到了幾乎所有企業(yè)及其管理者的高度重視。對(duì)于如何有效開展績效管理工作,zJ公司及其管理者一直在探索、實(shí)踐。本文從績效管理的理論出發(fā),結(jié)合企業(yè)實(shí)際,去探討zJ公司的績效管理流程。利用國內(nèi)外先進(jìn)的績效管理理論和實(shí)際操作方法,結(jié)合國內(nèi)企業(yè)的管理實(shí)踐,設(shè)計(jì)一套適應(yīng)市場經(jīng)濟(jì)規(guī)律、符合ZJ公司項(xiàng)目經(jīng)理部實(shí)際情況、能有效激勵(lì)項(xiàng)目經(jīng)理部管理人員的績效管理方案,是本文的主要研究內(nèi)容。本文在研究相關(guān)績效管理理論以及對(duì)標(biāo)優(yōu)秀公司的績效管理方案的基礎(chǔ)上,通過認(rèn)真分析公司發(fā)展的內(nèi)外部環(huán)境和原有績效管理體制的優(yōu)缺點(diǎn),對(duì)原有的績效管理方案進(jìn)行了再設(shè)計(jì)。通過項(xiàng)目經(jīng)理部績效管理方案的再設(shè)計(jì),將提高項(xiàng)目經(jīng)理部管理人員的工作效率和工作熱情,提高項(xiàng)目經(jīng)理部的經(jīng)營效益,最終將提升整個(gè)公司的經(jīng)營效益。同時(shí)本研究提出的具有較強(qiáng)操作性和應(yīng)用性的績效考核體系,對(duì)于建筑施工企業(yè)構(gòu)建項(xiàng)目經(jīng)理部管理人員的績效考核方案具有一定的參考和借鑒價(jià)值。本文主要的研究方法有三種：文獻(xiàn)研究法、調(diào)查法、觀察法,本文在獲得zJ公司的基本情況后,充分分析了其當(dāng)前存在的主要問題以及對(duì)公司績效管理產(chǎn)生影響的主要因素,進(jìn)而設(shè)計(jì)出針對(duì)性績效管理方案。本文提出了公司改進(jìn)后的績效管理方案,重點(diǎn)從四個(gè)方面展開論述：績效計(jì)劃、績效實(shí)施與監(jiān)控；績效評(píng)估；績效反饋。具體分析和再設(shè)計(jì)了ZJ公司項(xiàng)目經(jīng)理部績效管理方案,對(duì)原有的績效管理方案進(jìn)行了完善。在績效計(jì)劃階段,通過簽訂《項(xiàng)目管理目標(biāo)責(zé)任書》以及繳納項(xiàng)目風(fēng)險(xiǎn)抵押金,從而明確項(xiàng)目經(jīng)理部和個(gè)人的績效目標(biāo)。在績效實(shí)施與監(jiān)控環(huán)節(jié),在這一階段管理者主要承擔(dān)兩項(xiàng)重要任務(wù)：持續(xù)不斷的績效溝通,并對(duì)員工進(jìn)行績效輔導(dǎo)與支持；記錄員工的關(guān)鍵績效行為,為績效評(píng)價(jià)提供信息。在績效評(píng)估階段,通過建立一種標(biāo)準(zhǔn)的評(píng)價(jià)體系和評(píng)價(jià)方法,對(duì)項(xiàng)目經(jīng)理部管理人員的績效水平進(jìn)行評(píng)估,并形成有價(jià)值的考評(píng)結(jié)果。在績效反饋環(huán)節(jié),建立一種績效申訴機(jī)制,更好的應(yīng)對(duì)項(xiàng)目員工對(duì)績效結(jié)果產(chǎn)生的不滿情緒,同時(shí)把績效結(jié)果應(yīng)用于四個(gè)環(huán)節(jié),以促使績效管理體系更好地發(fā)揮作用。最后還進(jìn)行了相關(guān)的展望,提出公司為更好地落實(shí)績效管理方案應(yīng)重點(diǎn)加強(qiáng)的環(huán)節(jié)。
[Abstract]:After China's entry into WTO, domestic enterprises are facing more and more internal and external competition. With the intensification of competition, enterprises pay more attention to the integration of resources, and the human resources are the most important and valuable resources of the enterprise are becoming more and more important. Strengthening the human resource management of enterprises and improving the use efficiency of human resources also become the focus of the managers. Human resource management plays a more and more important role in the management of modern enterprise, which is the core of modern enterprise management, and performance management is an important part of enterprise's human resource management. It is becoming more and more important in modern enterprise management. As the core of human resource management, performance management is a real and important subject for managers of modern enterprises. As an effective means to realize the benefit of the enterprise, the performance management is highly valued by almost all the enterprises and their managers. For how to carry out the performance management effectively, the zJ company and its managers have been exploring and practicing. Based on the theory of performance management, this paper discusses the performance management process of zJ company in combination with the actual situation of the enterprise. With the domestic and foreign advanced performance management theory and the actual operation method, in combination with the management practice of the domestic enterprises, a set of rules of the market economy is designed, and the actual situation of the project management department of ZJ is met, and the performance management scheme of the management personnel of the project management department can be effectively stimulated, This is the main content of this paper. Based on the study of the relevant performance management theory and the performance management scheme of the excellent company, this paper redesigns the original performance management scheme by carefully analyzing the internal and external environment of the company's development and the advantages and disadvantages of the original performance management system. Through the re-design of the project management department's performance management plan, the work efficiency and the work enthusiasm of the management personnel of the project management department will be improved, and the operation benefit of the project management department will be improved, and the operation benefit of the whole company will be finally improved. At the same time, the research put forward the performance appraisal system with strong operability and application, which has certain reference and reference value to the performance appraisal scheme of the management personnel of the construction project management department of the construction enterprise. The main research methods of this paper are: literature research, investigation and observation, and after obtaining the basic situation of zJ, this paper fully analyzes the main problems existing in the company and the main factors that influence the performance management of the company. And then a targeted performance management scheme is designed. This paper puts forward the company's improved performance management plan, which focuses on four aspects: performance plan, performance implementation and monitoring, performance evaluation, performance feedback. The performance management plan of ZJ project management department is analyzed and redesigned, and the original performance management plan is improved. In the performance planning stage, the project management department and the individual's performance targets will be defined through the signing of the project management objective responsibility book> and the payment of project risk. In the performance implementation and monitoring link, the managers in this stage mainly bear two important tasks: continuous performance communication, performance guidance and support to the staff, and record the key performance behavior of the staff and provide information for the performance evaluation. In the stage of performance evaluation, the performance level of the management personnel of the project management department is evaluated through the establishment of a standard evaluation system and an evaluation method, and the valuable evaluation results are formed. In the performance feedback link, a performance complaint mechanism is established to better deal with the dissatisfaction of the project staff on the performance results, and to apply the performance results to the four links, so as to promote the performance management system to play a better role. Finally, the relevant expectation is made, and the key to the better implementation of the performance management plan should be put forward.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92

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