本文關(guān)鍵詞： 事業(yè)單位 績效考核 360度績效考核　出處：《南昌大學(xué)》2015年碩士論文　論文類型：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,或是上級對下級的直接考核,或是單從業(yè)績考核,都難以保證公平公正,對個人真實的價值也沒能很好地體現(xiàn)出來。360度績效考核方法可以說是我國事業(yè)單位考核,截至目前,最適合的考評方法。其考核方法的關(guān)注點在績效反饋上,這是著眼于企業(yè)的未來,實施在企業(yè)內(nèi)部人員身上,切合時代發(fā)展趨勢的正確做法。不論是哪一種績效考核方式,其均來自于日常生活,針對傳統(tǒng)績效考核管理體制中存在的問題和缺陷,360度績效考核管理體制進行了改革和創(chuàng)新。市政公用集團建立健全內(nèi)部績效考核管理體制,實施360度績效考核管理辦法,顯得意義深遠而重大。本文筆者在針對南昌市政公用集團內(nèi)部績效考核管理體制研究的過程中,通過對傳統(tǒng)績效考核方法的研究,認為360度績效考核管理體制最為有效。當然,如果將平衡記分卡方法與360度績效考核方法結(jié)合起來,其效果最為理想。通過對360度績效考核辦法的研究和分析,設(shè)計和規(guī)范了南昌市政公用集團員工績效考核體系。繼而,通過分析南昌市市政公用集團現(xiàn)行績效考核體系存在的問題,筆者認為一是對績效考核目的的認識有誤,二是考核體系不科學(xué),標準模糊,三是績效溝通機制不健,四是部門目標與公司目標脫節(jié),五是考核激勵作用不強。根據(jù)事業(yè)單位員工的自身特征,針對每一個角色分別進行績效考核管理方法的設(shè)計,將績效考核指標劃分為兩類:一是行為指標;二是結(jié)果指標,從三個方面對職工展開績效考核:一是能力方面;二是業(yè)績方面;三是態(tài)度方面。在進行績效考核的過程中,每一類工作人員的考核標準略有不同,各指標權(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,并檢驗其有效性來獲得。通過對南昌市市政公用集團的工程管理部現(xiàn)有職工展開績效考核工作,從考核的情況來看,滿足考核的終極目標。從職工崗位、級別等進行了有效劃分,并合理設(shè)置了各指標的權(quán)重。通過360度績效考核辦法的有效運用,能夠從本質(zhì)上發(fā)現(xiàn)集團內(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)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：D630

【參考文獻】

相關(guān)期刊論文 前10條

1 周群;;淺議360度反饋評價在學(xué)科館員績效考核中的應(yīng)用[J];圖書館理論與實踐;2013年12期

2 周黎莎;余順坤;;基于激勵相容的企業(yè)績效管理模式設(shè)計[J];技術(shù)經(jīng)濟與管理研究;2012年01期

3 葉艷;孟曉軍;孟照俊;劉國強;;云重心評價法在高校教育職員績效評估中的應(yīng)用[J];出國與就業(yè)(就業(yè)版);2011年23期

4 陳園;李余生;胡婷;;基于層次分析法的普通員工價值評估[J];合作經(jīng)濟與科技;2011年24期

5 孟學(xué)勤;鄭喜喜;張智婷;;企業(yè)戰(zhàn)略績效管理體系研究[J];內(nèi)蒙古農(nóng)業(yè)大學(xué)學(xué)報(社會科學(xué)版);2011年01期

6 周瑞;陳仲強;金昌曉;;DRGs相關(guān)指標值在醫(yī)院績效考核分配體系中的應(yīng)用[J];中國醫(yī)院管理;2011年02期

7 劉進;;論績效管理與員工主動性[J];中國人力資源開發(fā);2010年06期

8 李海亮;;360°績效考核實施中存在的問題及對策[J];經(jīng)營管理者;2009年24期

9 李洋;蔣豐;;基于數(shù)學(xué)模型的360度定性績效評估公平性提升研究[J];中國高新技術(shù)企業(yè);2009年08期

10 吳瑞明,田澎;區(qū)域性企業(yè)戰(zhàn)略集團的劃分與效率分析[J];管理工程學(xué)報;2005年01期

，

本文編號：1549658