本文選題：中小企業(yè) + 績效管理��； 參考：《山東理工大學(xué)》2014年碩士論文

【摘要】：隨著全球經(jīng)濟一體化以及我國經(jīng)濟市場化的快速發(fā)展，企業(yè)之間的競爭也越來越激烈，其中人才的競爭是企業(yè)核心競爭力的關(guān)鍵因素。通過近些年現(xiàn)代企業(yè)管理理論的迅速發(fā)展，傳統(tǒng)的“人事管理”模式以及經(jīng)驗管理的方法也已經(jīng)逐漸被淘汰，現(xiàn)代企業(yè)人力資源管理被提上日程，而績效管理作為人力資源管理的核心，，它實施的成功與否在很大程度上影響了企業(yè)的整體競爭力。尤其是對于在財力、物力相對比較短缺的中小企業(yè)來講，建立公正、科學(xué)、合理、高效的績效管理體系，是提高企業(yè)內(nèi)員工的工作積極性以及創(chuàng)新性的重要方式，能夠更好地協(xié)助企業(yè)實現(xiàn)發(fā)展戰(zhàn)略，提高企業(yè)的整體及效率與效能。 巨象公司是一家從事工程機械銷售、租賃以及維修的中小型企業(yè)，雖然前些年公司得到了較大的發(fā)展，但是隨著公司內(nèi)部管理問題的積聚，公司在近些年的發(fā)展受到了很大的阻礙，導(dǎo)致企業(yè)內(nèi)部人才頻頻流失，究其原因，還是巨象公司對于績效管理的認識不夠系統(tǒng)和全面,考核過于死板,沒有起到激發(fā)人才積極性和創(chuàng)造性的作用。因此，有必要針對巨象公司這一中小企業(yè)績效管理問題進行研究，通過這方面的改進提高其競爭力。 本文運用文獻調(diào)查、訪談法以及案例研究法，通過對本地區(qū)中小企業(yè)——巨象公司的研究，結(jié)合績效管理的相關(guān)理論，從公司的經(jīng)營戰(zhàn)略出發(fā)，使用面談以及調(diào)查問卷的形式分析當中績效管理存在的具體問題，隨后以此為改進方向，綜合運用平衡計分卡、KPI等績效管理方法設(shè)計出一套適應(yīng)本公司發(fā)展現(xiàn)狀的績效管理體系，并提出相應(yīng)的保障措施確保其順利實施。本文通過推動巨象公司建立和完善績效管理體系，以期對我國中小企業(yè)完善績效管理體系提供借鑒。
[Abstract]:With the global economic integration and the rapid development of China's economic marketization, the competition among enterprises is becoming more and more fierce, among which the competition of talents is the key factor of the core competitiveness of enterprises. With the rapid development of modern enterprise management theory in recent years, the traditional "personnel management" mode and the method of experience management have been gradually eliminated, and modern enterprise human resource management has been put on the agenda. As the core of human resource management, the success of performance management affects the overall competitiveness of enterprises to a great extent. Especially for small and medium-sized enterprises with relatively short financial and material resources, establishing a fair, scientific, reasonable and efficient performance management system is an important way to improve the enthusiasm and innovation of the employees in the enterprise. Can better assist the enterprise to achieve development strategy, improve the overall and efficiency and effectiveness of the enterprise. Giant Elephant Corporation is a small and medium-sized enterprise engaged in the sale, leasing and maintenance of construction machinery. Although the company has made great progress in the past few years, but with the accumulation of internal management problems in the company, The development of the company in recent years has been greatly hindered, which leads to the frequent loss of talents within the enterprise. The reason is that the understanding of performance management is not systematic and comprehensive enough, and the assessment is too rigid. Did not play the role of stimulating talent enthusiasm and creativity. Therefore, it is necessary to study the performance management of the small and medium-sized enterprises in order to improve its competitiveness. In this paper, by means of literature investigation, interview and case study, through the study of the small and medium-sized enterprises in the region, the giant elephant company, and the relevant theory of performance management, we proceed from the management strategy of the company. Using the form of interviews and questionnaires to analyze the specific problems in performance management, and then use this as the direction of improvement, A set of performance management system adapted to the present situation of the company is designed by using the performance management methods such as balanced scorecard and KPI, and the corresponding safeguard measures are put forward to ensure its smooth implementation. This paper aims to provide reference to the improvement of performance management system for SMEs in China by promoting the establishment and improvement of performance management system in Giant Elephant Corporation.
【學(xué)位授予單位】：山東理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F426.4

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