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  本文選題：鋼貿(mào)公司　切入點：績效管理體系　出處：《鄭州大學(xué)》2015年碩士論文

【摘要】：近年來,隨著我國鋼鐵行業(yè)產(chǎn)能過剩的困境和鋼鐵貿(mào)易企業(yè)之間競爭的加劇,如何提高企業(yè)自身競爭力成為新常態(tài)下擺在鋼貿(mào)企業(yè)面前的一項迫切任務(wù)。因此,研究鋼貿(mào)企業(yè)的績效管理體系對于消化產(chǎn)能過剩和提高其自身競爭力具有重要意義。盡管全國很多鋼貿(mào)企業(yè)都開展了企業(yè)績效管理體系建設(shè)的探索和實踐,并且取得了一定的效果,但在市場競爭形勢瞬息萬變、管理理論不斷發(fā)展和豐富、信息網(wǎng)絡(luò)技術(shù)飛速發(fā)展的新形勢下,如何在現(xiàn)有資源條件下有效實施企業(yè)績效管理,并沒有現(xiàn)成的模式可循,需要結(jié)合每個企業(yè)的管理實踐不斷探索、總結(jié)和完善。本文從河南JY商貿(mào)有限公司的績效管理現(xiàn)狀入手,通過問卷調(diào)查和個案分析的方法,指出JY公司目前績效管理體系存在戰(zhàn)略導(dǎo)向性不強(qiáng)、指標(biāo)設(shè)置粗放、考核結(jié)果趨同、缺乏溝通與反饋、體系不完善、結(jié)果運(yùn)用單一等問題。針對造成這些問題的原因進(jìn)行了詳細(xì)分析,并提出了優(yōu)化設(shè)計的原則和思路。結(jié)合工商管理學(xué)科相關(guān)理論,本文采用目標(biāo)管理法、關(guān)鍵績效指標(biāo)和平衡計分卡理論相結(jié)合的方法,對JY商貿(mào)有限公司績效管理體系進(jìn)行了重新構(gòu)建。具體包括:首先優(yōu)化設(shè)計了新的公司、部門、員工關(guān)鍵考核指標(biāo);接著從績效計劃、實施、考核、反饋與激勵四個環(huán)節(jié)完善了績效管理流程,然后提出了成功實施該方案的組織保障、企業(yè)文化保障、員工培訓(xùn)保障等措施。最后對JY公司績效管理的優(yōu)化設(shè)計方案進(jìn)行了總結(jié),并指出該研究的一些不足之處。本文對河南JY商貿(mào)有限公司績效管理體系的優(yōu)化設(shè)計,希望對于促使企業(yè)提高效率和增強(qiáng)競爭能力,最終實現(xiàn)企業(yè)發(fā)展戰(zhàn)略和員工個人福利目標(biāo)有所裨益,也希望對其它鋼貿(mào)企業(yè)提高績效管理水平提供一定借鑒。
[Abstract]:In recent years, with the predicament of overcapacity and the aggravation of competition among steel trade enterprises in China, how to improve the competitiveness of enterprises has become an urgent task in front of steel trade enterprises.Therefore, it is of great significance to study the performance management system of steel trade enterprises for digesting overcapacity and improving their own competitiveness.Although many steel trade enterprises throughout the country have carried out the exploration and practice of enterprise performance management system construction, and achieved certain results, but in the market competition situation is changing rapidly, management theory continues to develop and enrich.Under the new situation of the rapid development of information network technology, there is no ready-made model for the effective implementation of enterprise performance management under the condition of existing resources. It is necessary to explore, summarize and perfect the management practice of each enterprise.Starting with the present situation of performance management in Henan JY Trading Co., Ltd., through the methods of questionnaire investigation and case analysis, this paper points out that the current performance management system of JY Company has not strong strategic orientation, extensive setting of indicators and convergence of appraisal results.Lack of communication and feedback, imperfect system, single application of results and so on.The causes of these problems are analyzed in detail, and the principles and ideas of optimal design are put forward.Combined with the relevant theories of business administration, this paper reconstructs the performance management system of JY Trade Co., Ltd by the method of objective management, key performance index and balanced Scorecard theory.Specific include: first, optimized the design of the new company, department, staff key assessment indicators; then from the performance planning, implementation, assessment, feedback and incentive four links to improve the performance management process,Then put forward the successful implementation of the program of organizational security, corporate culture security, staff training guarantee and other measures.Finally, the optimal design scheme of performance management in JY Company is summarized, and some shortcomings of this study are pointed out.This paper aims to optimize the performance management system of Henan JY Trading Co., Ltd., hoping to promote the efficiency and competitiveness of the enterprise, and finally realize the development strategy of the enterprise and the personal welfare of employees.Also hope to other steel trade enterprises to improve performance management level to provide certain reference.
【學(xué)位授予單位】：鄭州大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.92;F721

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本文編號：1712182