為解決專業(yè)化招商人員不足,T局作為N區(qū)招商引資的統(tǒng)籌部門實(shí)施部門,通過社會(huì)化的方式,招聘了專業(yè)性強(qiáng)、素質(zhì)高的編外招商人員,并根據(jù)招商工作實(shí)際,制定了編外招商人員績效考核體系。但在實(shí)際實(shí)施過程中,由于對考核目標(biāo)定位不清,考核重要性認(rèn)識(shí)不足,考核指標(biāo)設(shè)置不科學(xué),考核結(jié)果運(yùn)用效果欠佳,導(dǎo)致績效考核流于形式,影響編外招商人員的工作積極性。本文通過對T局現(xiàn)有績效考核體系進(jìn)行研究分析,運(yùn)用績效考核相關(guān)理論,調(diào)整考核方式,重新設(shè)置了內(nèi)容及權(quán)重,并對考核結(jié)果的運(yùn)用提出建議,從而達(dá)到優(yōu)化T局編外招商人員績效考核體系的目的。本文的主體結(jié)構(gòu)共分為四部分。第一部分是緒論,主要介紹寫作背景,意義,研究的問題、方法和文章的層次邏輯關(guān)系。第二部分是文獻(xiàn)綜述,概括了研究中參考的績效考核概念及重要的考核方法。第三部分是案例分析,向讀者介紹T局的機(jī)構(gòu)情況、組織架構(gòu)、薪酬體系、主要工作內(nèi)容、績效考核現(xiàn)狀和考核結(jié)果的運(yùn)用,為后續(xù)的績效考核體系優(yōu)化做鋪墊。第四部分是績效考核體系的優(yōu)化探索,通過對前期訪談溝通發(fā)現(xiàn)的問題與編外招商人員績效考核現(xiàn)狀進(jìn)行分析,圍繞存在問題,明確考核目的,確定優(yōu)化原則,根據(jù)工作職級設(shè)置考核指標(biāo)及考核內(nèi)容... 

【文章來源】：廣東外語外貿(mào)大學(xué)廣東省

【文章頁數(shù)】：75 頁

【學(xué)位級別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter Ⅰ Introduction
    1.1 Research background
    1.2 Research significance
        1.2.1 Practical significance
        1.2.2 Theoretical significance
    1.3 Focus issues
    1.4 Research methods
        1.4.1 Literature analysis
        1.4.2 Interview method
        1.4.3 Case Analysis
    1.5 Research ideas
Chapter Ⅱ Literature review
    2.1 Basic concepts of Performance Appraisal
        2.1.1 Definition of performance appraisal
        2.1.2 Principles of Performance Appraisal(Liang Hongfu,2011)
            2.1.2.1 Principle of fairness
            2.1.2.2 Principle of Strictness
            2.1.2.3 Single-superior evaluation
            2.1.2.4 The principle of disclosure
            2.1.2.5 Principle of Reward and Punishment
            2.1.2.6 The principle of objective
            2.1.2.7 The principle of feedback
            2.1.2.8 The principle of difference
        2.1.3 Process of performance appraisal
        2.1.4 Form of performance appraisal
            2.1.4.1 Evaluation time
            2.1.4.2 Evaluation subject
    2.2 The main methods of performance appraisal
        2.2.1 Management by Objectives(MBO)
            2.2.1.1 Introduction to the Management by Objectives(MBO)
            2.2.1.2 Characteristics of Management by objectives
        2.2.2 Key Performance Indicators(KPI)
            2.2.2.1 Introduction to the Key Performance Indicators(KPI)
            2.2.2.2 Characteristics of Key Performance Indicators(KPI)
        2.2.3 Balanced Scorecard Method(BSC)
            2.2.3.1 Introduction to the Balanced Scorecard Method(BSC)
            2.2.3.2 Characteristic of Balanced Scorecard Method(BSC)
        2.2.4 360-degree performance appraisal method(360)
            2.2.4.1 Introduction to360-degree performance appraisal
            2.2.4.2 Characteristics of360-degree performance appraisal
    2.3 Overview of performance appraisal in domestic government investmentpromotion officer
Chapter Ⅲ Status quo of performance appraisal
    3.1 Main duty of T Bureau
    3.2 Organizational structure of T Bureau
    3.3 Personnel situation
    3.4 Main work of unofficial IP staff
        3.4.1 Business visits
        3.4.2 Reception for inspection group
        3.4.3 Project promotion
    3.5 Content and Indicators of performance appraisal
    3.6 Current application of assessment results
        3.6.1 Quarterly bonus distribution
        3.6.2 Personnel withdrawal
Chapter Ⅳ Problems in performance appraisal
    4.1 Inaccurate positioning of performance appraisal
    4.2 Inoperability in setting appraisal indicators
    4.3 Lack objectivity of performance appraisal methods
    4.4 Ineffective application of appraisal results
Chapter Ⅴ Optimization of performance appraisal system
    5.1 Identify performance appraisal goals
    5.2 Principles of optimizing appraisal system
    5.3 Optimization of setting appraisal indicators
        5.3.1 Setting first-level appraisal indicators
        5.3.2 Setting second-level indicators
        5.3.3 Setting indicators of deducting points
    5.4 Optimization of applying performance appraisal
        5.4.1 Appraisal feedback
        5.4.2 Rewards and punishments system
        5.4.3 Position promotion and demotion system
Chapter Ⅵ Conclusions and prospects
    6.1 Conclusion
    6.2 Prospects
REFERENCE


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