【摘要】：隨著世界經(jīng)濟(jì)的全球化，中國的企業(yè)將面臨更多的機(jī)遇與挑戰(zhàn)，企業(yè)間的競爭也將達(dá)到前所未有的激烈程度。尤其隨著國家新醫(yī)改政策、農(nóng)村合作醫(yī)療制度和2010年新版GMP的實(shí)施為我國制藥設(shè)備行業(yè)不正常的競爭進(jìn)行了規(guī)范，同時也為制藥設(shè)備行業(yè)的發(fā)展帶來了新的機(jī)遇和市場空間。HT公司要想在這樣競爭激烈的環(huán)境下生存，技術(shù)的改進(jìn)是必要的，同時具備良好的績效考核體系為其即將上市提供了強(qiáng)有力的保障。本文之所以選擇為其建立績效考核體系，而不單純的為其建立績效考核指標(biāo)是因?yàn)椋F(xiàn)在很多企業(yè)雖然認(rèn)識到績效考核的重要性，但所實(shí)施的績效考核只是考核體系的一部分，而這樣只是為了考核員工而考核，并沒有使得企業(yè)可以得到長遠(yuǎn)的發(fā)展，只有一個企業(yè)擁有完整的績效考核體系才會使得企業(yè)在考核中不僅不斷的完善員工的工作能力，同時完善企業(yè)本身的發(fā)展。所以為HT公司建立一個績效考核體系是尤為重要的。 本文就HT公司為背景，通過對HT公司的調(diào)研和分析，了解HT公司現(xiàn)有的考核制度和方法，在現(xiàn)有的基礎(chǔ)上對其制度和方法進(jìn)行改進(jìn)，同時為HT公司建立一個完整的、可實(shí)施的績效考核體系。本文從以下九個方面為HT公司建立績效考核體系：第一，為HT公司調(diào)整組織結(jié)構(gòu)；第二，，制定每個崗位的《崗位說明書》；第三，明確考核內(nèi)容，即確定各崗位的KPI；第四、考核權(quán)重的確定；第五，確定考核標(biāo)準(zhǔn)；第六，制定績效考核計(jì)劃；第七，建立考核制度；第八，明確績效考核的實(shí)施與管理；第九，績效考核結(jié)果的應(yīng)用。本文不僅為HT公司建立了績效考核體系，同時也為其他制藥設(shè)備企業(yè)進(jìn)行績效考核提供了較高的參考價(jià)值。
[Abstract]:With the globalization of the world economy, Chinese enterprises will face more opportunities and challenges, and the competition between enterprises will reach an unprecedented intensity. Especially with the national new medical reform policy, the rural cooperative medical system and the implementation of the 2010 new edition of GMP have standardized the abnormal competition in the pharmaceutical equipment industry in China. At the same time, it also brings new opportunities and market space for the development of pharmaceutical equipment industry. If the company wants to survive in such a competitive environment, it is necessary to improve the technology. At the same time has a good performance appraisal system for its upcoming listing to provide a strong guarantee. The reason why this paper chooses to establish a performance appraisal system for it, rather than simply establishing performance appraisal indicators for it, is that many enterprises now realize the importance of performance appraisal, but the performance appraisal implemented is only part of the performance appraisal system. However, this is only for the purpose of assessing employees, and it does not enable enterprises to develop in the long run. Only when an enterprise has a complete performance appraisal system can it not only improve the working ability of employees in the assessment process, but also improve the working ability of the employees. At the same time, improve the development of the enterprise itself. Therefore, it is particularly important to establish a performance appraisal system for HT Company. Based on the research and analysis of HT Company, this paper introduces the existing assessment system and method of HT Company, improves its system and method on the basis of the existing system, and establishes a complete system and method for HT Company at the same time. Enforceable performance appraisal system. This article establishes the performance appraisal system for HT Company from the following nine aspects: first, readjust the organizational structure for HT Company; second, formulate the "Job description" for each post; third, define the assessment content, that is, determine the KPIs of each post; fourth, Determine the weight of the assessment; fifth, determine the assessment criteria; sixth, formulate performance appraisal plan; seventh, establish the evaluation system; eighth, clear implementation and management of performance appraisal; ninth, the application of performance appraisal results. This paper not only establishes the performance appraisal system for HT Company, but also provides a high reference value for other pharmaceutical equipment enterprises.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F426.72

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