【摘要】：隨著經(jīng)濟(jì)的不斷發(fā)展企業(yè)面臨著越來越激烈的競爭,未來企業(yè)的競爭關(guān)鍵是人才的競爭,良好的績效考核措施在員工的薪酬分配、培訓(xùn)、確定員工崗位方面有重要的作用,良好的績效考核有利于企業(yè)留住有價(jià)值員工。然而H公司現(xiàn)有的績效考核措施存在一定的問題,因此需要構(gòu)建新的績效考核措施為企業(yè)留住有價(jià)值的員工,進(jìn)而增強(qiáng)企業(yè)競爭力。 本文在參閱國內(nèi)外有關(guān)績效考核研究的基礎(chǔ)上,以關(guān)鍵績效考核指標(biāo)(KPI)為核心,結(jié)合企業(yè)的戰(zhàn)略目標(biāo)構(gòu)建企業(yè)績效考核指標(biāo)。首先找出企業(yè)一級KPI指標(biāo),然后將一級KPI指標(biāo)層層分解、篩選,建立企業(yè)二級KPI指標(biāo),并為各個(gè)指標(biāo)賦予相關(guān)的權(quán)重,最終建立新的績效考核體系。同時(shí),分析企業(yè)在采用新的績效考核體系時(shí)可能帶來的問題,找出解決這些問題的辦法。 文章不足之處主要表現(xiàn)在：文章的績效考核體系的構(gòu)建主要針對H公司的實(shí)際情況來進(jìn)行績效考核體系的構(gòu)建,H公司的績效考核體系不一定適用于其他的公司。同時(shí)文章在構(gòu)建績效考核體系中并沒有對員工一級的績效考核考核體系做詳盡的描述,構(gòu)建相應(yīng)的績效考核表,這是本文在寫作過程中存在的問題。
[Abstract]:With the development of economy, enterprises are facing more and more fierce competition. In the future, the key to the competition of enterprises is the competition of talents. Good performance appraisal measures play an important role in the salary distribution, training and post determination of employees. Good performance appraisal is good for keeping valuable employees. However, there are some problems in the existing performance appraisal measures of H Company, so it is necessary to construct new performance appraisal measures to retain valuable employees for enterprises, and then enhance the competitiveness of enterprises. Based on the research of performance appraisal at home and abroad, this paper takes (KPI) as the core and combines the strategic objectives of the enterprise to construct the performance appraisal index of the enterprise. First of all, we find out the first KPI index of the enterprise, then decompose the first-level KPI index layer by layer, screen, establish the enterprise second-level KPI index, and assign the relevant weight to each index, finally establish a new performance appraisal system. At the same time, the paper analyzes the problems that the enterprises may bring when adopting the new performance appraisal system, and finds out the solutions to these problems. The main shortcomings of this paper are as follows: the construction of performance appraisal system is mainly aimed at the actual situation of H company, and the performance appraisal system of H company may not be suitable for other companies. At the same time, in the construction of the performance appraisal system, there is no detailed description of the performance appraisal system at the employee level, and the corresponding performance appraisal table is constructed, which is the problem in the writing process of this paper.
【學(xué)位授予單位】：云南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F426.82

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本文編號：2413425