本文選題：人力資源 + 維修模式��； 參考：《武漢工程大學(xué)》2014年碩士論文

【摘要】：近年來，隨著化肥產(chǎn)能的逐漸釋放，，行業(yè)總產(chǎn)能已嚴(yán)重過剩，市場競爭日益激烈。A公司作為化肥行業(yè)中的一員，同樣面臨行業(yè)競爭的威脅。由于新裝置的投入運(yùn)行，原有設(shè)備維修力量已不能夠滿足生產(chǎn)設(shè)備維護(hù)保障的需要，為此公司通過將2個(gè)部門裝置維修外包，維修組織下放其它生產(chǎn)部門等改革，以期能夠取得突破。由于績效考核與激勵(lì)的弊病由來已久，維修人員隊(duì)伍的積極性、創(chuàng)造性并未得到提升，設(shè)備管理的效果并未改觀。 論文寫作的過程中，通過大量閱讀相關(guān)文獻(xiàn)資料，了解績效考核與激勵(lì)的理論和方法，據(jù)此對(duì)A公司設(shè)備維修人員績效考核與激勵(lì)的現(xiàn)狀進(jìn)行分析。依據(jù)績效考核與激勵(lì)理論與實(shí)踐，結(jié)合A公司設(shè)備維修人員績效考核與激勵(lì)的實(shí)際情況，設(shè)計(jì)了A公司設(shè)備維系人員績效考核與激勵(lì)機(jī)制調(diào)查問卷。問卷的問題主要涉及設(shè)備維修人員組織管理模式及定崗定編現(xiàn)狀，維修人員對(duì)績效考核的認(rèn)識(shí)、績效考核的實(shí)施，績效考核對(duì)組織行為、士氣的影響，設(shè)備維修人員薪酬的公平性，維修人員激勵(lì)需求、職業(yè)發(fā)展及規(guī)劃等方面。通過開展問卷調(diào)查，摸清設(shè)備維修人員對(duì)績效考核與激勵(lì)機(jī)制的看法及建議。發(fā)現(xiàn)設(shè)備維修人員的績效考核存在以下問題：績效考核與戰(zhàn)略脫鉤，考核指標(biāo)設(shè)計(jì)不合理，績效考核與激勵(lì)脫鉤，績效考核缺乏面談、反饋，績效培訓(xùn)不足、員工績效意識(shí)淡薄、績效考核沒有績效記錄支持等；薪酬水平低、缺乏公平性，難以體現(xiàn)職工績效、激勵(lì)性不足,注重物質(zhì)激勵(lì)、忽視精神激勵(lì)，晉升通道不暢、員工缺乏職業(yè)生涯規(guī)劃,培訓(xùn)激勵(lì)流于形式、文化激勵(lì)缺乏，激勵(lì)未能滿足個(gè)體差異等。 本文立足企業(yè)設(shè)備維修組織模式及人員隊(duì)伍現(xiàn)狀，利用市場化原理，對(duì)A公司的設(shè)備維修組織模式優(yōu)化，以期能夠建立一個(gè)既面向企業(yè)內(nèi)部市場，又對(duì)外提供服務(wù)的一種設(shè)備維修組織模式。運(yùn)用平衡計(jì)分卡的思想對(duì)A公司績效考核體系進(jìn)行優(yōu)化，體現(xiàn)了績效考核關(guān)注財(cái)務(wù)指標(biāo)又兼顧客戶、流程、學(xué)習(xí)成長的一種平衡現(xiàn)象，建立針對(duì)設(shè)備維修人員的激勵(lì)機(jī)制。期待能夠調(diào)動(dòng)A公司設(shè)備維修人員的積極性與創(chuàng)造性，提升設(shè)備維修的效率和效果，實(shí)現(xiàn)設(shè)備維修人員與企業(yè)的共贏；能夠給予與A公司類似的企業(yè)在設(shè)備維修組織的設(shè)置、績效考核與激勵(lì)機(jī)制的開發(fā)有一定的啟示作用。
[Abstract]:In recent years, with the gradual release of chemical fertilizer production capacity, the total capacity of the industry has been seriously overcapacity, and the market competition is increasingly fierce. A company, as a member of the chemical fertilizer industry, is also facing the threat of industry competition.Due to the operation of the new equipment, the original equipment maintenance force can no longer meet the needs of the maintenance and support of the production equipment. Therefore, the company has outsourced the maintenance of the two departments and devolved the maintenance organization to other production departments, etc.In order to make a breakthrough.Because of the long history of performance appraisal and incentive, the enthusiasm and creativity of maintenance personnel have not been improved, and the effect of equipment management has not been improved.In the process of writing, through reading a lot of relevant literature, we understand the theory and method of performance appraisal and incentive, and then analyze the present situation of equipment maintenance personnel performance appraisal and incentive in A company.According to the theory and practice of performance appraisal and incentive, combined with the actual situation of equipment maintenance personnel performance appraisal and incentive in A company, the questionnaire of performance appraisal and incentive mechanism of equipment maintenance personnel in A company was designed.The questions of the questionnaire mainly relate to the organization and management mode of equipment maintenance personnel and the status quo of the fixed post, the cognition of the maintenance personnel to the performance appraisal, the implementation of the performance appraisal, the effect of the performance appraisal on the organizational behavior and morale,Equipment maintenance staff pay fairness, maintenance staff incentive demand, career development and planning.Through the questionnaire survey, the author finds out the opinions and suggestions of the equipment maintenance personnel on the performance appraisal and incentive mechanism.It is found that the following problems exist in the performance appraisal of equipment maintenance personnel: performance appraisal and strategic decoupling, unreasonable design of appraisal index, decoupling of performance appraisal and incentive, lack of interview, feedback and insufficient performance training.The employee's performance consciousness is weak, the performance appraisal has no performance record support and so on; the salary level is low, the lack of fairness, difficult to reflect the employee's performance, the incentive is insufficient, pays attention to the material incentive, neglects the spirit incentive, the promotion channel is not smooth,Lack of career planning, lack of training incentives, lack of cultural incentives, lack of incentives to meet individual differences.Based on the enterprise equipment maintenance organization model and the present situation of the personnel, this paper optimizes the equipment maintenance organization mode of A Company by using the marketization principle, in order to establish an enterprise internal market.Also provides the service one kind of equipment maintenance organization pattern.The idea of balanced scorecard is used to optimize the performance appraisal system of company A, which reflects the balance phenomenon of performance appraisal paying attention to financial index and customer, process, learning and growth, and establishes the incentive mechanism for equipment maintenance personnel.Looking forward to arousing the enthusiasm and creativity of the equipment maintenance personnel of company A, improving the efficiency and effect of the equipment maintenance, realizing the win-win situation between the equipment maintenance personnel and the enterprise, and giving similar companies similar to company A to set up in the equipment maintenance organization.The development of performance appraisal and incentive mechanism has certain enlightenment function.
【學(xué)位授予單位】：武漢工程大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F426.72

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