本文選題：國(guó)有企業(yè) + 員工　； 參考：《大連海事大學(xué)》2015年碩士論文

【摘要】：隨著當(dāng)今社會(huì)生產(chǎn)企業(yè)競(jìng)爭(zhēng)的逐漸加劇,人力資源作為一種能夠通過(guò)增加投入來(lái)提高產(chǎn)出的特殊資源,引起了現(xiàn)代企業(yè)的廣泛重視。從企業(yè)的人力資源管理實(shí)踐來(lái)看,實(shí)施合理的績(jī)效考核可以有效的調(diào)動(dòng)企業(yè)員工的工作積極性和發(fā)揮員工的主觀能動(dòng)性,成效顯著。因此對(duì)于人力資源部門(mén)的績(jī)效考核工作來(lái)說(shuō),制定出一套既合理的績(jī)效考核體系,能夠符合實(shí)際、易于員工操作,又能按照員工的工作績(jī)效合理的分配工作報(bào)酬,從而激勵(lì)企業(yè)員工更好的為企業(yè)工作,這點(diǎn)十分關(guān)鍵。有效的績(jī)效考核可以將企業(yè)的戰(zhàn)略分解到每個(gè)員工崗位,通過(guò)績(jī)效考核引導(dǎo)、激勵(lì)和約束員工的行為,促進(jìn)實(shí)現(xiàn)的企業(yè)戰(zhàn)略目標(biāo)。近年來(lái),作為國(guó)有投資公司的S城市發(fā)展投資有限公司在推動(dòng)某市城市基礎(chǔ)設(shè)施建設(shè)、城鄉(xiāng)一體化建設(shè)等城市現(xiàn)代化工作中做出了重大貢獻(xiàn)。然而隨著企業(yè)業(yè)務(wù)迅速增長(zhǎng),企業(yè)的組織結(jié)構(gòu)也日益膨脹,企業(yè)的員工隊(duì)伍也越來(lái)越龐大,S城市發(fā)展投資有限公司目前使用的績(jī)效考核體系已逐漸無(wú)法適應(yīng)當(dāng)前企業(yè),績(jī)效考核與公司的快速發(fā)展脫節(jié),企業(yè)的績(jī)效考核的流程及規(guī)范不全成為了制約企業(yè)快速發(fā)展的關(guān)鍵所在。因此建立一套與公司發(fā)展戰(zhàn)略相匹配的績(jī)效考核體系迫在眉睫。本文以S城市發(fā)展投資有限公司的績(jī)效考核體系為研究對(duì)象,通過(guò)分析結(jié)合國(guó)內(nèi)外績(jī)效考核的相關(guān)理論,采用閱讀文獻(xiàn)、問(wèn)卷調(diào)查、不同部門(mén)訪談、定性定量相結(jié)合等方法,從S城市發(fā)展投資有限公司的經(jīng)營(yíng)戰(zhàn)略實(shí)際出發(fā),對(duì)S城市發(fā)展投資有限公司的績(jī)效考核體系進(jìn)行分析,針對(duì)績(jī)效考核體系中存在的問(wèn)題,從高層管理人員、中層管理人員及普通員工這三個(gè)企業(yè)員工的不同層面綜合運(yùn)用關(guān)鍵績(jī)效指標(biāo)及、目標(biāo)管理法、平衡積分卡等多種績(jī)效考核方法和理論,建立一套適合企業(yè)發(fā)展戰(zhàn)略的績(jī)效考核方案,實(shí)現(xiàn)企業(yè)做大做強(qiáng)的可持續(xù)發(fā)展。本文對(duì)S城市發(fā)展投資有限公司的績(jī)效考核體系進(jìn)行的研究,其邏輯按照提出問(wèn)題、分析問(wèn)題和解決問(wèn)題的思路進(jìn)行,將績(jī)效考核的相關(guān)理論與企業(yè)的實(shí)際經(jīng)營(yíng)生產(chǎn)實(shí)際結(jié)合起來(lái),旨在找到提高企業(yè)人力資源績(jī)效考核水平的解決辦法。希望對(duì)本企業(yè)及國(guó)內(nèi)同類(lèi)企業(yè)的績(jī)效考核體系設(shè)計(jì)具有一定的啟示和借鑒意義。
[Abstract]:With the increasing competition of production enterprises, human resources, as a special resource which can increase input to improve output, has attracted extensive attention of modern enterprises. From the practice of human resource management in enterprises, the implementation of reasonable performance appraisal can effectively mobilize the enthusiasm of employees and give full play to the subjective initiative of employees, and the results are remarkable. Therefore, for the performance appraisal work of human resources department, we can make a set of reasonable performance appraisal system, which can accord with the reality, be easy for the staff to operate, and can reasonably distribute the work reward according to the employee's work performance. Thus, encouraging employees to better work for the enterprise, this point is crucial. The effective performance appraisal can decompose the strategy of the enterprise into each employee post, through the performance appraisal guidance, the encouragement and the restraint employee's behavior, promotes the realization enterprise strategic goal. In recent years, S City Development and Investment Co., Ltd, as a state-owned investment company, has made great contributions to the modernization of a certain city, such as the construction of urban infrastructure and the integration of urban and rural areas. However, with the rapid growth of enterprise business, the organizational structure of the enterprise is expanding day by day, and the staff of the enterprise is becoming larger and larger. The performance appraisal system currently used by the Urban Development Investment Co., Ltd. has been gradually unable to adapt to the current enterprise. The performance appraisal is out of step with the rapid development of the company, and the process and the standard of the performance appraisal of the enterprise become the key to restrict the rapid development of the enterprise. Therefore, it is urgent to establish a performance appraisal system that matches the company's development strategy. This paper takes the performance appraisal system of S City Development Investment Co., Ltd as the research object, through the analysis and the domestic and foreign performance appraisal related theory, adopts the reading literature, the questionnaire survey, the different department interview, the qualitative and quantitative combination and so on method, and so on. Based on the practice of S City Development Investment Co., Ltd.'s management strategy, this paper analyzes the performance appraisal system of S City Development Investment Co., Ltd., and aims at the problems existing in the performance appraisal system. Middle managers and ordinary employees of the three different levels of enterprise staff comprehensive use of key performance indicators and, objective management method, balance score card and other performance appraisal methods and theories, Set up a set of performance appraisal scheme suitable for enterprise development strategy to realize the sustainable development of the enterprise. This paper studies the performance appraisal system of S City Development Investment Co., Ltd., and its logic is carried out according to the idea of putting forward problems, analyzing problems and solving problems. Combining the theory of performance appraisal with the actual operation and production of enterprises, the purpose of this paper is to find a solution to improve the performance evaluation level of enterprise human resources. It is hoped that the design of the performance appraisal system of this enterprise and similar enterprises in China will have some enlightenment and reference significance.
【學(xué)位授予單位】：大連海事大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F272.92;F299.24

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本文編號(hào)：2021674