K公司績效管理問題診斷對策研究
發(fā)布時間：2018-11-16 16:42
【摘要】：隨著中國加入世界貿(mào)易組織后與國際經(jīng)濟的大融合，關稅的逐漸降低導致國內(nèi)商品的價格優(yōu)勢漸漸消失。同時，由于科學技術和管理理念與發(fā)達國家存在著差距，我國經(jīng)濟的發(fā)展也受到制約。如電子數(shù)碼、汽車、外貿(mào)進出口、移動終端設備制造、計算機軟件等行業(yè)都受到強烈的沖擊，K公司就是其中之一。隨著近年來智能電網(wǎng)技術在世界各國的迅猛發(fā)展，電力企業(yè)間及周邊產(chǎn)品企業(yè)間的競爭也不斷加��；與此同時，中國對外國企業(yè)的準入條件不斷放低，越來越多的跨國企業(yè)轉戰(zhàn)中國市場并在國內(nèi)設立分公司，導致整個行業(yè)對計算機信息化的人才需求不斷加大。中國民營IT企業(yè)如何保持自身的核心競爭力，激發(fā)出員工的潛能和積極性，，增強員工的歸屬感，做到內(nèi)外部的相對公平，是本文要討論的重點問題。 本文采取企業(yè)診斷的形式，在對K公司的內(nèi)外部環(huán)境、目前的戰(zhàn)略規(guī)劃、及績效管理現(xiàn)狀進行評估分析后，結合人力資源中績效管理的相關理論知識、先進理念，參考學習大量的文獻著作以及眾多學者的研究成果后，采用多種研究方法：如問卷調(diào)查法、訪談法等診斷分析出K公司績效管理工作流程中存在的問題，并針對這些問題提出可行性的改進建議，合理配置人力資源的各項資源，提高企業(yè)的生產(chǎn)效率，以增強企業(yè)的整體競爭力。 通過對K公司績效管理存在問題的分析診斷，本文認為K公司存在的主要問題有：績效管理意識與技術方法缺乏；公司戰(zhàn)略目標分解體系缺失；公司缺乏科學的績效考核指標體系；績效管理流于形式；績效考核結果沒有得到有效應用。本文據(jù)此提出明確各級管理人員的角色與定位、提升績效指標體系科學化水平、建立完善的績效考核監(jiān)督制度、加強績效考評結果的應用，如深入地、多途徑地運用績效考評結果以及增強績效反饋力度等建議。
[Abstract]:With China's accession to the World Trade Organization (WTO) and its integration with the international economy, the price advantages of domestic commodities gradually disappear as tariffs gradually decrease. At the same time, the economic development of our country is restricted because of the gap between science and technology and management concept. Such as electronic digital, automobile, foreign trade import and export, mobile terminal equipment manufacturing, computer software and other industries are strongly impacted, K company is one of them. With the rapid development of smart grid technology in the world in recent years, the competition between power enterprises and the surrounding products enterprises is also increasing. At the same time, China's entry conditions for foreign enterprises are constantly lowered, and more multinational enterprises turn to the Chinese market and set up branches in China, which leads to the increasing demand for computer information personnel in the whole industry. How to maintain the core competitiveness of Chinese private IT enterprises, stimulate the potential and enthusiasm of employees, enhance the sense of belonging of employees, and achieve the relative fairness inside and outside are the key issues to be discussed in this paper. This paper takes the form of enterprise diagnosis, after evaluating and analyzing the internal and external environment, current strategic planning, and performance management status of K Company, combining with the relevant theoretical knowledge of performance management in human resources, advanced ideas, Referring to a large number of literature works and the research results of many scholars, we use a variety of research methods: such as questionnaire survey, interviews and other diagnoses to analyze the problems existing in the performance management workflow of K Company. In view of these problems, the paper puts forward some feasible suggestions for improvement, reasonable allocation of human resources, and improvement of production efficiency, so as to enhance the overall competitiveness of enterprises. Based on the analysis and diagnosis of the problems existing in the performance management of K Company, this paper points out that the main problems in K Company are: lack of awareness and technical methods of performance management, lack of decomposition system of strategic objectives, lack of strategic objective decomposition system, and lack of strategic objective decomposition system. The company lacks scientific performance appraisal index system; performance management is mere formality; the result of performance appraisal has not been applied effectively. Based on this, this paper puts forward to clarify the role and positioning of managers at all levels, to promote the scientific level of performance index system, to establish a perfect performance appraisal supervision system, and to strengthen the application of the results of performance appraisal, such as, Multi-way use of performance appraisal results and enhance performance feedback and other recommendations.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.6;F272.92;F272.5
本文編號：2336052
[Abstract]:With China's accession to the World Trade Organization (WTO) and its integration with the international economy, the price advantages of domestic commodities gradually disappear as tariffs gradually decrease. At the same time, the economic development of our country is restricted because of the gap between science and technology and management concept. Such as electronic digital, automobile, foreign trade import and export, mobile terminal equipment manufacturing, computer software and other industries are strongly impacted, K company is one of them. With the rapid development of smart grid technology in the world in recent years, the competition between power enterprises and the surrounding products enterprises is also increasing. At the same time, China's entry conditions for foreign enterprises are constantly lowered, and more multinational enterprises turn to the Chinese market and set up branches in China, which leads to the increasing demand for computer information personnel in the whole industry. How to maintain the core competitiveness of Chinese private IT enterprises, stimulate the potential and enthusiasm of employees, enhance the sense of belonging of employees, and achieve the relative fairness inside and outside are the key issues to be discussed in this paper. This paper takes the form of enterprise diagnosis, after evaluating and analyzing the internal and external environment, current strategic planning, and performance management status of K Company, combining with the relevant theoretical knowledge of performance management in human resources, advanced ideas, Referring to a large number of literature works and the research results of many scholars, we use a variety of research methods: such as questionnaire survey, interviews and other diagnoses to analyze the problems existing in the performance management workflow of K Company. In view of these problems, the paper puts forward some feasible suggestions for improvement, reasonable allocation of human resources, and improvement of production efficiency, so as to enhance the overall competitiveness of enterprises. Based on the analysis and diagnosis of the problems existing in the performance management of K Company, this paper points out that the main problems in K Company are: lack of awareness and technical methods of performance management, lack of decomposition system of strategic objectives, lack of strategic objective decomposition system, and lack of strategic objective decomposition system. The company lacks scientific performance appraisal index system; performance management is mere formality; the result of performance appraisal has not been applied effectively. Based on this, this paper puts forward to clarify the role and positioning of managers at all levels, to promote the scientific level of performance index system, to establish a perfect performance appraisal supervision system, and to strengthen the application of the results of performance appraisal, such as, Multi-way use of performance appraisal results and enhance performance feedback and other recommendations.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.6;F272.92;F272.5
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