WH青島公司一線(xiàn)員工績(jī)效管理方案設(shè)計(jì)
發(fā)布時(shí)間：2018-08-03 19:43
【摘要】：在全球激烈競(jìng)爭(zhēng)的行業(yè)環(huán)境下,要求每一個(gè)公司員工的工作必須向激光一樣聚焦,以期實(shí)現(xiàn)戰(zhàn)略目標(biāo)。作為人力資源管理的核心,績(jī)效管理將工作設(shè)計(jì),員工招聘,培訓(xùn),目標(biāo)設(shè)定,薪酬管理,員工發(fā)展等緊密聯(lián)系起來(lái),是企業(yè)戰(zhàn)略目標(biāo)得以實(shí)現(xiàn)的關(guān)鍵。 WH公司是從事汽車(chē)配件制造的外資企業(yè),成立于2005年8月。建廠(chǎng)初期,對(duì)一線(xiàn)員工的管理也是簡(jiǎn)單粗框式管理,沒(méi)有完善的績(jī)效管理系統(tǒng),在人數(shù)少,管理幅度不大的情況下,績(jī)效管理體系的欠缺對(duì)公司運(yùn)營(yíng)產(chǎn)生的影響并不顯著；隨著精益組織架構(gòu)的變更,生產(chǎn)規(guī)模的迅速擴(kuò)大,績(jī)效管理體系并沒(méi)有相應(yīng)跟進(jìn),特別是一線(xiàn)員工的績(jī)效管理問(wèn)題便突顯出來(lái)。 績(jī)效考核體系不健全,績(jī)效考核指標(biāo)與公司戰(zhàn)略指標(biāo)脫節(jié),考核過(guò)程有失公正公平,缺乏監(jiān)控,考評(píng)周期過(guò)長(zhǎng),缺乏考核結(jié)果的反饋,不能及時(shí)激勵(lì)員工,考核結(jié)果應(yīng)用片面等問(wèn)題,嚴(yán)重影響了員工工作積極性和士氣,員工滿(mǎn)意度降低,流失率高,工作效率低下,加班多,企業(yè)指標(biāo)無(wú)法完成,高成本,低質(zhì)量,遲交付等問(wèn)題導(dǎo)致企業(yè)喪失了競(jìng)爭(zhēng)力,阻礙公司的進(jìn)一步發(fā)展。建立和優(yōu)化一線(xiàn)員工的績(jī)效管理方案已迫在眉睫。 本文以績(jī)效管理相關(guān)理論和國(guó)內(nèi)外先進(jìn)研究結(jié)果為依據(jù),通過(guò)問(wèn)卷調(diào)查,員工訪(fǎng)談等方法,對(duì)WH公司一線(xiàn)員工績(jī)效管理存在的問(wèn)題及原因進(jìn)行分析,結(jié)合精益生產(chǎn)的價(jià)值流組織結(jié)構(gòu)特點(diǎn),將公司戰(zhàn)略目標(biāo)分解為一線(xiàn)團(tuán)隊(duì)的目標(biāo),同時(shí)基于一線(xiàn)員工崗位職責(zé)要求,設(shè)定關(guān)鍵績(jī)效考核指標(biāo),定義詳細(xì)的績(jī)效評(píng)估標(biāo)準(zhǔn)、評(píng)估周期及評(píng)估主體要求,形成一套簡(jiǎn)單、科學(xué)、合理,可執(zhí)行性強(qiáng)的一線(xiàn)員工績(jī)效管理方案。 在員工績(jī)效溝通和反饋方面,本著雙方參與,公平公正原則,綜合運(yùn)用非正式溝通,正式溝通,書(shū)面記錄等方式,以事實(shí)數(shù)據(jù)為基礎(chǔ),對(duì)考核結(jié)果進(jìn)行反饋,管理人員和員工共同制定績(jī)效改進(jìn)措施,跟蹤績(jī)效改善有效性。 在績(jī)效考核結(jié)果應(yīng)用方面,貫穿于員工招募,培訓(xùn),崗位調(diào)整,績(jī)效改進(jìn),薪酬管理,員工發(fā)展等全過(guò)程,使績(jī)效管理真正體現(xiàn)出核心價(jià)值和作用,提升員工能力和績(jī)效,從而提升組織業(yè)績(jī),實(shí)現(xiàn)公司的可持續(xù)發(fā)展。 本文主要?jiǎng)?chuàng)新點(diǎn)是平衡計(jì)分卡與關(guān)鍵績(jī)效指標(biāo)綜合運(yùn)用到WH公司一線(xiàn)員工績(jī)效管理中,將公司戰(zhàn)略目標(biāo)按照客戶(hù)、財(cái)務(wù)、內(nèi)部流程、員工成長(zhǎng)與發(fā)展的四個(gè)維度進(jìn)行層層分解,形成一線(xiàn)團(tuán)隊(duì)的工作目標(biāo)；結(jié)合崗位職責(zé)要求,從員工績(jī)效和員工發(fā)展?jié)撃軆蓚�(gè)維度,工作業(yè)績(jī),工作態(tài)度,崗位技能,勝任素質(zhì)四個(gè)層面設(shè)定關(guān)鍵績(jī)效指標(biāo)；考核方法采用團(tuán)隊(duì)績(jī)效與個(gè)人績(jī)效結(jié)合,員工在提升個(gè)人績(jī)效同時(shí),更重視團(tuán)隊(duì)合作,使個(gè)人目標(biāo),團(tuán)隊(duì)目標(biāo)與組織目標(biāo)相一致。在績(jī)效考核指標(biāo)制定過(guò)程中,采用一線(xiàn)員工和考核主體全員參與,在績(jī)效管理方案執(zhí)行過(guò)程中,管理人員和一線(xiàn)員工進(jìn)行雙向溝通,充分理解績(jī)效管理方案細(xì)節(jié),共同達(dá)成績(jī)效目標(biāo)。 通過(guò)本文的研究,將國(guó)內(nèi)外先進(jìn)績(jī)效管理理論同精益制造企業(yè)實(shí)際相結(jié)合,基于WH公司文化和愿景目標(biāo),個(gè)人目標(biāo)與公司目標(biāo)相一致,員工與公司共同成長(zhǎng)與發(fā)展的管理理念,優(yōu)化設(shè)計(jì)了一線(xiàn)員工的績(jī)效管理方案,明確職責(zé),并制定績(jī)效管理實(shí)施流程,從而保證設(shè)計(jì)的績(jī)效考核方案有效落地,為精益制造企業(yè)的一線(xiàn)員工績(jī)效評(píng)估探索新的思路。
[Abstract]:Under the environment of fierce competition in the world, the work of the employees of each company must be focused on the laser to achieve the strategic goal. As the core of human resource management, performance management is closely linked with work design, employee recruitment, training, goal setting, salary management, and employee development. It is the strategic goal of the enterprise. The key to the realization.
WH company is a foreign-funded enterprise engaged in auto parts manufacturing. It was established in August 2005. At the beginning of the factory, the management of the staff was also simple and rough management. There was no perfect performance management system. In the case of small number of people and little management, the lack of performance management system had no significant impact on the operation of the company. With the change of organizational structure and the rapid expansion of production scale, the performance management system has not been followed up, especially the performance management problems of front-line employees are highlighted.
The performance appraisal system is not perfect, the performance appraisal index and the company strategic index are disjointed, the assessment process has the impartiality and fairness, the lack of monitoring, the long examination cycle, the lack of feedback of the assessment results, can not prompt the employees in time, and the assessment results apply one-sided problems, which seriously affect the employees' enthusiasm and morale, the employee satisfaction is reduced and the loss is reduced. The high rate, low work efficiency, overtime work, the inability to complete the enterprise index, high cost, low quality and late delivery have caused the enterprise to lose its competitiveness and hindered the further development of the company. It is imminent to establish and optimize the performance management scheme of the frontline employees.
Based on the related theories of performance management and the advanced research results at home and abroad, this paper analyzes the problems and causes of the performance management of WH front-line employees through questionnaire survey and employee interviews. First line staff job requirements, set key performance evaluation indicators, define detailed performance evaluation standards, evaluation cycle and evaluation subject requirements, form a simple, scientific, reasonable, and highly executable staff performance management program.
In the aspects of employee performance communication and feedback, in accordance with the principle of mutual participation, fair and just, informal communication, formal communication, written record and so on, the results are fed back on the basis of fact data, and the managers and employees work together to make performance improvement measures together to track performance improvement effectiveness.
In the application of performance assessment results, it runs through the whole process of employee recruitment, training, post adjustment, performance improvement, salary management, and employee development, so that performance management truly embodies the core value and function, enhance the staff's ability and performance, thus improve the organizational performance and realize the sustainable development of the company.
The main innovation of this paper is that the Balanced Scorecard and key performance indicators are integrated into the staff performance management of WH company. The strategic objectives of the company are divided into four dimensions, namely, customer, finance, internal process, and employee growth and development. Staff development potential two dimensions, work performance, work attitude, job skills, competence and quality of four levels set key performance indicators; assessment methods use team performance and personal performance, employees in the promotion of personal performance, and more attention to team cooperation, so that individual goals, team goals and organizational goals consistent. In the process of setting the index, the staff and the whole staff are involved in the process. In the execution of the performance management program, the managers and the staff of the front line communicate with each other, fully understand the details of the performance management scheme and achieve the performance goals together.
Through the study of this paper, the advanced performance management theory at home and abroad is combined with the practice of lean manufacturing enterprise. Based on the culture and vision target of WH company, the individual goal is consistent with the company goal, the management idea of the staff and the company is growing and developing together, the performance management scheme is designed, the responsibility is clearly defined, and the performance is made. Manage the implementation process, so as to ensure the design of the performance appraisal program effectively landed, for lean manufacturing enterprises to explore new ideas for the performance evaluation of front-line employees.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F272.92;F426.6
本文編號(hào)：2162810
[Abstract]:Under the environment of fierce competition in the world, the work of the employees of each company must be focused on the laser to achieve the strategic goal. As the core of human resource management, performance management is closely linked with work design, employee recruitment, training, goal setting, salary management, and employee development. It is the strategic goal of the enterprise. The key to the realization.
WH company is a foreign-funded enterprise engaged in auto parts manufacturing. It was established in August 2005. At the beginning of the factory, the management of the staff was also simple and rough management. There was no perfect performance management system. In the case of small number of people and little management, the lack of performance management system had no significant impact on the operation of the company. With the change of organizational structure and the rapid expansion of production scale, the performance management system has not been followed up, especially the performance management problems of front-line employees are highlighted.
The performance appraisal system is not perfect, the performance appraisal index and the company strategic index are disjointed, the assessment process has the impartiality and fairness, the lack of monitoring, the long examination cycle, the lack of feedback of the assessment results, can not prompt the employees in time, and the assessment results apply one-sided problems, which seriously affect the employees' enthusiasm and morale, the employee satisfaction is reduced and the loss is reduced. The high rate, low work efficiency, overtime work, the inability to complete the enterprise index, high cost, low quality and late delivery have caused the enterprise to lose its competitiveness and hindered the further development of the company. It is imminent to establish and optimize the performance management scheme of the frontline employees.
Based on the related theories of performance management and the advanced research results at home and abroad, this paper analyzes the problems and causes of the performance management of WH front-line employees through questionnaire survey and employee interviews. First line staff job requirements, set key performance evaluation indicators, define detailed performance evaluation standards, evaluation cycle and evaluation subject requirements, form a simple, scientific, reasonable, and highly executable staff performance management program.
In the aspects of employee performance communication and feedback, in accordance with the principle of mutual participation, fair and just, informal communication, formal communication, written record and so on, the results are fed back on the basis of fact data, and the managers and employees work together to make performance improvement measures together to track performance improvement effectiveness.
In the application of performance assessment results, it runs through the whole process of employee recruitment, training, post adjustment, performance improvement, salary management, and employee development, so that performance management truly embodies the core value and function, enhance the staff's ability and performance, thus improve the organizational performance and realize the sustainable development of the company.
The main innovation of this paper is that the Balanced Scorecard and key performance indicators are integrated into the staff performance management of WH company. The strategic objectives of the company are divided into four dimensions, namely, customer, finance, internal process, and employee growth and development. Staff development potential two dimensions, work performance, work attitude, job skills, competence and quality of four levels set key performance indicators; assessment methods use team performance and personal performance, employees in the promotion of personal performance, and more attention to team cooperation, so that individual goals, team goals and organizational goals consistent. In the process of setting the index, the staff and the whole staff are involved in the process. In the execution of the performance management program, the managers and the staff of the front line communicate with each other, fully understand the details of the performance management scheme and achieve the performance goals together.
Through the study of this paper, the advanced performance management theory at home and abroad is combined with the practice of lean manufacturing enterprise. Based on the culture and vision target of WH company, the individual goal is consistent with the company goal, the management idea of the staff and the company is growing and developing together, the performance management scheme is designed, the responsibility is clearly defined, and the performance is made. Manage the implementation process, so as to ensure the design of the performance appraisal program effectively landed, for lean manufacturing enterprises to explore new ideas for the performance evaluation of front-line employees.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F272.92;F426.6
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