南京R集團(tuán)公司績效管理案例研究
發(fā)布時(shí)間：2018-08-14 12:35
【摘要】：“所謂組織管理就是人力資源管理,最終展現(xiàn)出來的是組織績效�！背鲎袁F(xiàn)代管理學(xué)大師德魯克。那么一個(gè)企業(yè)的績效管理好壞也直接決定了這個(gè)企業(yè)的經(jīng)營狀況。企業(yè)經(jīng)營的目的就是為了創(chuàng)造利潤,同時(shí)提高企業(yè)經(jīng)營的活性,那么績效管理就是最直接的反應(yīng)和控制企業(yè)經(jīng)營的一種針對管理的有效工具,所以績效管理得到各行各業(yè)廣泛的應(yīng)用同時(shí)也收到良好的效果。在這一有效的管理理念的引導(dǎo)示范下,近些年來,“績效管理”受到了各企事業(yè)單位越來越多的關(guān)注和重視,同時(shí)隨著人力資源成為一門學(xué)科得到深入研究,那么績效管理作為人力資源管理中的重要工具,其理論、思想、技術(shù)、及經(jīng)驗(yàn)更多的被各企事業(yè)單位所采用,在國內(nèi)激烈的市場競爭中,企業(yè)的綜合能力和經(jīng)營活力越發(fā)成為企業(yè)在市場競爭中的制勝法寶,作為有效管理業(yè)績的工具,績效管理越發(fā)得到各企事業(yè)單位的重視,但就實(shí)施效果來看,各家企業(yè)的績效管理都起著不同的作用,同時(shí)在管理過程中也出現(xiàn)這樣那樣的問題。 南京R集團(tuán)公司是一家民營房地產(chǎn)企業(yè),經(jīng)過多年的績效管理現(xiàn)已形成一套完善的績效管理體系,公司所有工作的績效目標(biāo)都奉行可量化、可執(zhí)行、可考核、有時(shí)間節(jié)點(diǎn),獲得了很好的執(zhí)行效果,同時(shí)在企業(yè)內(nèi)部建立了完善的系統(tǒng)的內(nèi)部管控體系。隨著南京R集團(tuán)公司的企業(yè)規(guī)模的不斷擴(kuò)大,在取得良好經(jīng)營業(yè)績的同時(shí),企業(yè)的凝聚力、向心力、員工粘度卻在下降,人才流失,各部門出現(xiàn)工作推諉,不愿承擔(dān),推卸責(zé)任,這些問題都在拷問著公司的領(lǐng)導(dǎo)。 本文以南京R集團(tuán)公司為背景,通過管理中的典型事例,結(jié)合企業(yè)績效管理理論和人力資源相關(guān)領(lǐng)域理論知識,對南京R集團(tuán)公司績效管理實(shí)施中出現(xiàn)的管理問題和存在的管理隱患進(jìn)行分析,同時(shí)根據(jù)南京R集團(tuán)公司的實(shí)際情況,提出建議和對策。
[Abstract]:"so-called organization management is human resources management, and the ultimate manifestation is organizational performance." From modern management master Drucker. So the performance management of an enterprise also directly determines the business situation of this enterprise. The purpose of enterprise management is to create profits and improve the activity of enterprise management, so performance management is the most direct response and control of the business operation of an effective tool for management. Therefore, performance management has been widely used in various industries, but also received good results. Under the guidance and demonstration of this effective management concept, in recent years, "performance management" has been paid more and more attention to by enterprises and institutions, at the same time, with the development of human resources as a subject, it has been deeply studied. Well, performance management as an important tool in human resources management, its theory, ideas, technology, and experience are more adopted by various enterprises and institutions, in the fierce domestic market competition, The comprehensive ability and management vitality of the enterprise have become the magic weapon of the enterprise in the market competition. As a tool of effective performance management, the performance management has been paid more and more attention by the enterprises and institutions, but from the point of view of the effect of the implementation, Each enterprise's performance management plays a different role, at the same time in the management process also appears one kind of question. Nanjing R Group Company is a private real estate enterprise. After many years of performance management, a set of perfect performance management system has been formed. The performance objectives of all work of the company are quantifiable, executable, assessable, and have a time node. At the same time, a perfect system of internal control system is established in the enterprise. With the expansion of the enterprise scale of Nanjing R Group Company, while obtaining good business performance, the cohesion, centripetal force and staff viscosity of the enterprise are declining, the brain drain, the departments appear job prevarication, do not want to undertake, Shirking the blame, these questions are grilling the company's leaders. This article takes Nanjing R Group as the background, through the typical example in the management, unifies the enterprise performance management theory and the human resources related domain theory knowledge, This paper analyzes the management problems and hidden dangers in the implementation of performance management of Nanjing R Group Company, and puts forward some suggestions and countermeasures according to the actual situation of Nanjing R Group Company.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F259.23
本文編號：2182877
[Abstract]:"so-called organization management is human resources management, and the ultimate manifestation is organizational performance." From modern management master Drucker. So the performance management of an enterprise also directly determines the business situation of this enterprise. The purpose of enterprise management is to create profits and improve the activity of enterprise management, so performance management is the most direct response and control of the business operation of an effective tool for management. Therefore, performance management has been widely used in various industries, but also received good results. Under the guidance and demonstration of this effective management concept, in recent years, "performance management" has been paid more and more attention to by enterprises and institutions, at the same time, with the development of human resources as a subject, it has been deeply studied. Well, performance management as an important tool in human resources management, its theory, ideas, technology, and experience are more adopted by various enterprises and institutions, in the fierce domestic market competition, The comprehensive ability and management vitality of the enterprise have become the magic weapon of the enterprise in the market competition. As a tool of effective performance management, the performance management has been paid more and more attention by the enterprises and institutions, but from the point of view of the effect of the implementation, Each enterprise's performance management plays a different role, at the same time in the management process also appears one kind of question. Nanjing R Group Company is a private real estate enterprise. After many years of performance management, a set of perfect performance management system has been formed. The performance objectives of all work of the company are quantifiable, executable, assessable, and have a time node. At the same time, a perfect system of internal control system is established in the enterprise. With the expansion of the enterprise scale of Nanjing R Group Company, while obtaining good business performance, the cohesion, centripetal force and staff viscosity of the enterprise are declining, the brain drain, the departments appear job prevarication, do not want to undertake, Shirking the blame, these questions are grilling the company's leaders. This article takes Nanjing R Group as the background, through the typical example in the management, unifies the enterprise performance management theory and the human resources related domain theory knowledge, This paper analyzes the management problems and hidden dangers in the implementation of performance management of Nanjing R Group Company, and puts forward some suggestions and countermeasures according to the actual situation of Nanjing R Group Company.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F259.23
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