本文關(guān)鍵詞： 事業(yè)單位 績(jī)效考核 360度績(jī)效考核　出處：《南昌大學(xué)》2015年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：傳統(tǒng)的一些事業(yè)單位員工考核,大多是一維的考核,或是上級(jí)對(duì)下級(jí)的直接考核,或是單從業(yè)績(jī)考核,都難以保證公平公正,對(duì)個(gè)人真實(shí)的價(jià)值也沒(méi)能很好地體現(xiàn)出來(lái)。360度績(jī)效考核方法可以說(shuō)是我國(guó)事業(yè)單位考核,截至目前,最適合的考評(píng)方法。其考核方法的關(guān)注點(diǎn)在績(jī)效反饋上,這是著眼于企業(yè)的未來(lái),實(shí)施在企業(yè)內(nèi)部人員身上,切合時(shí)代發(fā)展趨勢(shì)的正確做法。不論是哪一種績(jī)效考核方式,其均來(lái)自于日常生活,針對(duì)傳統(tǒng)績(jī)效考核管理體制中存在的問(wèn)題和缺陷,360度績(jī)效考核管理體制進(jìn)行了改革和創(chuàng)新。市政公用集團(tuán)建立健全內(nèi)部績(jī)效考核管理體制,實(shí)施360度績(jī)效考核管理辦法,顯得意義深遠(yuǎn)而重大。本文筆者在針對(duì)南昌市政公用集團(tuán)內(nèi)部績(jī)效考核管理體制研究的過(guò)程中,通過(guò)對(duì)傳統(tǒng)績(jī)效考核方法的研究,認(rèn)為360度績(jī)效考核管理體制最為有效。當(dāng)然,如果將平衡記分卡方法與360度績(jī)效考核方法結(jié)合起來(lái),其效果最為理想。通過(guò)對(duì)360度績(jī)效考核辦法的研究和分析,設(shè)計(jì)和規(guī)范了南昌市政公用集團(tuán)員工績(jī)效考核體系。繼而,通過(guò)分析南昌市市政公用集團(tuán)現(xiàn)行績(jī)效考核體系存在的問(wèn)題,筆者認(rèn)為一是對(duì)績(jī)效考核目的的認(rèn)識(shí)有誤,二是考核體系不科學(xué),標(biāo)準(zhǔn)模糊,三是績(jī)效溝通機(jī)制不健,四是部門(mén)目標(biāo)與公司目標(biāo)脫節(jié),五是考核激勵(lì)作用不強(qiáng)。根據(jù)事業(yè)單位員工的自身特征,針對(duì)每一個(gè)角色分別進(jìn)行績(jī)效考核管理方法的設(shè)計(jì),將績(jī)效考核指標(biāo)劃分為兩類(lèi):一是行為指標(biāo);二是結(jié)果指標(biāo),從三個(gè)方面對(duì)職工展開(kāi)績(jī)效考核:一是能力方面;二是業(yè)績(jī)方面;三是態(tài)度方面。在進(jìn)行績(jī)效考核的過(guò)程中,每一類(lèi)工作人員的考核標(biāo)準(zhǔn)略有不同,各指標(biāo)權(quán)重設(shè)置也存在一定的差別,權(quán)重的設(shè)置要造相應(yīng)的判斷矩陣,并檢驗(yàn)其有效性來(lái)獲得。通過(guò)對(duì)南昌市市政公用集團(tuán)的工程管理部現(xiàn)有職工展開(kāi)績(jī)效考核工作,從考核的情況來(lái)看,滿足考核的終極目標(biāo)。從職工崗位、級(jí)別等進(jìn)行了有效劃分,并合理設(shè)置了各指標(biāo)的權(quán)重。通過(guò)360度績(jī)效考核辦法的有效運(yùn)用,能夠從本質(zhì)上發(fā)現(xiàn)集團(tuán)內(nèi)部潛在的不足和缺陷。
[Abstract]:The traditional assessment of employees in some institutions, most of which are one-dimensional, or the direct assessment of subordinates by the superiors, or the assessment of performance alone, is difficult to guarantee fairness and fairness. The real value of the individual is not well reflected in the .360 degree performance appraisal method, which can be said to be the most suitable appraisal method for institutions in our country up to now. The focus of the assessment method is on performance feedback. This is the right way to focus on the future of the enterprise, to implement it on the inside of the enterprise and to keep pace with the development of the times. No matter what kind of performance appraisal method, it all comes from daily life. Aiming at the problems and defects existing in the traditional performance appraisal management system, this paper has carried on the reform and innovation of the 360-degree performance appraisal management system. The municipal public group has established and perfected the internal performance appraisal management system and implemented the 360-degree performance appraisal management method. In the process of studying the internal performance appraisal management system of Nanchang Municipal Public Group, the author thinks that 360 degree performance appraisal management system is the most effective through the research of traditional performance appraisal method. If the balanced Scorecard method is combined with the 360-degree performance appraisal method, its effect is the most ideal. Through the research and analysis of the 360-degree performance appraisal method, the performance appraisal system of Nanchang Municipal Public Group is designed and standardized. Based on the analysis of the problems existing in the current performance appraisal system of Nanchang Municipal Public Group, the author thinks that one is the wrong understanding of the purpose of performance appraisal, the other is that the appraisal system is not scientific, the standard is vague, and the performance communication mechanism is not healthy. The fourth is the disconnection between the department goal and the company goal, and the fifth is that the function of appraisal and encouragement is not strong. According to the characteristics of the employees of the institution, the design of the performance appraisal management method is carried out for each role separately. The performance appraisal index is divided into two categories: one is the behavior index; the other is the result index, which carries out the performance appraisal to the staff from three aspects: one is the ability aspect; the other is the performance aspect; the third is the attitude aspect. The assessment criteria for each category of staff are slightly different, and there are certain differences in the setting of weights for each index. The setting of weights should be based on a corresponding judgment matrix. And test its effectiveness to obtain. Through the existing staff and workers of Nanchang Municipal Public Administration Department of Engineering Management, from the assessment of the situation, to meet the ultimate goal of the assessment. From the position of the staff and workers, Through the effective use of 360 degree performance appraisal method, the potential deficiencies and defects in the group can be found in essence.
【學(xué)位授予單位】：南昌大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：D630

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