本文選題：績效管理 + 績效考評　； 參考：《江西財經大學》2013年碩士論文

【摘要】：績效考評是企業(yè)員工培養(yǎng)、組織建構、激勵機制等政策制定的依據�？冃Э荚u是在主要事件，目標管理和強化原則以及企業(yè)績效考評公平的基礎上形成。績效考核是一項系統(tǒng)工程�？冃Э己说姆绞接泻芏喾N，，每個單位可以根據自身的特點選擇適合自身的績效管理方法。不同的行業(yè)和不同的部門之間的差異很大。企業(yè)在選擇合適的績效考核方法應該遵循實用性和合理性的原則。最好的績效管理方法并不就是企業(yè)的最佳選擇。在不同的發(fā)展階段和水平，管理的制度也不盡相同。大型連鎖酒店的績效管理有其自身的特點。由于目前大型連鎖酒店是當前酒店發(fā)展的主流形式，而大型酒店并沒有很好的把各層級的績效考評合理分離出來研究，導致目前酒店業(yè)績效考評處于欠佳的狀況。本文以此為切入點并著重對大型連鎖酒店的上述的現(xiàn)象進行分析。本文在寫作過程中采用了以下三種方法：實地調研究法、圖表分析法和實例分析法。 本文在對國內外企業(yè)績效考評理論綜述基礎上，分析我國大型連鎖酒店績效考評現(xiàn)狀及其原因，并結合案例分析，為大型連鎖酒店績效管理的改進提供一系列相關的建議。本文分五部分進行闡述。各部分主要內容如下：首先，介紹大型連鎖酒店績效考評的背景、相關文獻綜述、本文研究的目的、意義和本文的研究方法思路；第二部分，績效考評理論概述。分別從績效考評的概念和作用、績效考評的方法、績效考評的原則、績效考評的目標、績效考評的內容和績效考評的指標著六個方面來論述；第三部分，大型連鎖酒店績效考評現(xiàn)狀。分別從大型連鎖酒店的概況、大型連鎖酒店績效考評存在的問題和存在問題的原因三方面來分析；第四部分，“海底撈”酒店績效考評案例分析。該部分全面分析和總結了“海底撈”績效考評內容、方法、考評流程和經驗教訓；第五部分，完善大型連鎖酒店績效考評的建議。本部分從以下五方面提出建議：培育良好的績效考評環(huán)境、建立多元化激勵機制、建立管理層參與監(jiān)督機制、加大企業(yè)管理理論的培訓和設計合理的員工績效考評指標體系。最后，總結全文展望，指出本文的不足和本文尚未解決的問題。 本文對績效考評管理的研究主要是停留在定性方面，由于采集的相關數據的來源的局限性，對于定量的實證研究相對缺乏，本人將在日后繼續(xù)關注。
[Abstract]:Performance evaluation is the basis of employee training, organization construction, incentive mechanism and so on. Performance appraisal is formed on the basis of main events, objective management and strengthening principle, and the fairness of enterprise performance appraisal. Performance appraisal is a system engineering. There are many ways of performance appraisal, each unit can choose its own performance management method according to its own characteristics. Different industries and different departments vary greatly. Enterprises should follow the principle of practicability and rationality in choosing appropriate performance appraisal methods. The best performance management method is not the best choice. In different stages and levels of development, the management system is also different. The performance management of large chain hotels has its own characteristics. At present, large chain hotel is the mainstream form of hotel development, but the large hotel is not very good to the performance evaluation of all levels of reasonable research, resulting in the hotel industry performance appraisal is in poor condition. This article regards this as the breakthrough point and emphatically carries on the analysis to the large chain hotel's above-mentioned phenomenon. This paper adopts the following three methods in the process of writing: field research method, chart analysis method and case analysis method. On the basis of summarizing the theory of performance evaluation of domestic and foreign enterprises, this paper analyzes the present situation and reasons of performance evaluation of large chain hotels in China, and provides a series of relevant suggestions for the improvement of performance management of large chain hotels. This paper is divided into five parts. The main contents of each part are as follows: firstly, it introduces the background of the performance evaluation of large chain hotels, the relevant literature review, the purpose, significance and research method of this paper; the second part, the performance evaluation theory overview. Respectively from the performance appraisal concept and function, the performance appraisal method, the performance appraisal principle, the performance appraisal goal, the performance appraisal content and the performance appraisal index six aspects respectively; the third part, Large chain hotel performance evaluation status quo. This paper analyzes the general situation of large chain hotels, the problems existing in the performance appraisal of large chain hotels and the reasons for the problems. The fourth part is the case study of performance appraisal of "submarine salvage" hotels. This part comprehensively analyzes and summarizes the content, method, evaluation process and experience and lessons of the performance evaluation of "submarine salvage"; the fifth part, the suggestions to perfect the performance evaluation of large chain hotels. This part puts forward some suggestions from the following five aspects: fostering a good performance evaluation environment, establishing a diversified incentive mechanism, establishing a management participation supervision mechanism, increasing the training of enterprise management theory and designing a reasonable performance evaluation index system for employees. Finally, the paper summarizes the prospects of this paper, points out the shortcomings of this paper and the unsolved problems. The research on performance appraisal management in this paper is mainly qualitative. Due to the limitation of the source of relevant data collected, the quantitative empirical research is relatively lacking, I will continue to pay attention to it in the future.
【學位授予單位】：江西財經大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.92;F719

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本文編號：2013833