本文選題：S公司 + 研發(fā)人員��； 參考：《西南科技大學(xué)》2014年碩士論文

【摘要】：進(jìn)入21世紀(jì)以來,全球經(jīng)濟(jì)日趨復(fù)雜,企業(yè)面臨的壓力與日俱增,如何提高企業(yè)自身的競爭力來滿足市場日益變化的需求已經(jīng)成為企業(yè)發(fā)展生存的關(guān)鍵,通過不斷的實踐證明,企業(yè)要在復(fù)雜的競爭中始終立于不敗之地就必須堅持創(chuàng)新。而企業(yè)創(chuàng)新的核心力量就是研發(fā)人員,如何管理好研發(fā)人員、激發(fā)研發(fā)人員的創(chuàng)造性,將是企業(yè)發(fā)展的重點內(nèi)容。S公司是行業(yè)內(nèi)的領(lǐng)軍企業(yè),本文主要研究S公司關(guān)于研發(fā)人員績效管理體系方面的相關(guān)內(nèi)容。首先,從研究的背景和意義入手,通過對國內(nèi)外學(xué)者關(guān)于績效考核研究現(xiàn)狀的分析,闡述了制定研發(fā)人員績效管理體系的重要性。在理論綜述部分研究了績效和績效管理各自的特點和區(qū)別,還專門分析了研發(fā)人員的特殊性。其次,對S公司、S公司所處行業(yè)、S公司研發(fā)部門以及S公司研發(fā)人員績效管理體系的發(fā)展過程的相關(guān)情況作了全面介紹。再次,對S公司研發(fā)人員績效管理體系的構(gòu)建進(jìn)行了詳細(xì)闡述,重點介紹了績效評價、能力管理和職業(yè)發(fā)展道路規(guī)劃這三方面的內(nèi)容。然后,對該體系在執(zhí)行過程中如何定義研發(fā)人員所應(yīng)具備的能力、如何進(jìn)行有效的溝通和如何針對評價結(jié)論中的不足進(jìn)行改進(jìn)這三個要點進(jìn)行了分析,并分別對這三個要點制定了詳細(xì)的對策。最后,結(jié)合S公司的實際情況,對S公司研發(fā)人員績效管理體系提出了展望,并進(jìn)行了總結(jié)。本文著重于S公司研發(fā)人員績效管理體系的構(gòu)建和實施要點的研究,這不僅提高了S公司對于研發(fā)人員績效管理的水平,還對其他企業(yè)如何進(jìn)行研發(fā)人員績效管理,特別是在如何幫助研發(fā)人員進(jìn)行職業(yè)發(fā)展這方面有一定的參考價值。
[Abstract]:Since entering the 21st century, the global economy is becoming more and more complex and the pressure on enterprises is increasing. How to improve the competitiveness of enterprises to meet the ever-changing needs of the market has become the key to the development and survival of enterprises, which has been proved through continuous practice.Enterprises must persist in innovation if they want to remain invincible in the complicated competition.And the core force of enterprise innovation is R & D personnel. How to manage R & D personnel well and stimulate the creativity of R & D personnel will be the key content of enterprise development.This paper mainly studies S company about R & D personnel performance management system related content.First of all, from the background and significance of the research, through the domestic and foreign scholars on the status quo of performance appraisal analysis, elaborated the importance of the development of R & D personnel performance management system.In the part of theoretical review, the characteristics and differences of performance management and performance management are studied, and the particularity of R & D personnel is also analyzed.Secondly, the development process of R & D department and R & D staff performance management system of S company is introduced.Thirdly, the construction of R & D personnel performance management system in S Company is described in detail, with emphasis on performance evaluation, competency management and career development path planning.Then, the paper analyzes how to define the ability of R & D personnel, how to communicate effectively and how to improve the evaluation conclusions in the implementation of the system.And has made the detailed countermeasure to these three key points separately.Finally, according to the actual situation of S Company, the paper puts forward the prospect of R & D personnel performance Management system of S Company and summarizes it.This paper focuses on the construction and implementation of R & D personnel performance management system in S Company, which not only improves the R & D personnel performance management level of S Company, but also how to conduct R & D personnel performance management in other enterprises.Especially in how to help R & D personnel to carry on the career development this aspect has certain reference value.
【學(xué)位授予單位】：西南科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F426.61

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本文編號：1733183