本文關(guān)鍵詞：M公司績效管理體系設(shè)計　出處：《西南財經(jīng)大學(xué)》2005年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 績效管理 平衡記分卡 關(guān)鍵績效指標(biāo)

【摘要】：績效管理體系設(shè)計是建立現(xiàn)代企業(yè)人力資源管理制度的前提和核心。如何設(shè)計和建立一套科學(xué)的、符合中國國情以及適應(yīng)企業(yè)戰(zhàn)略發(fā)展需要的績效管理體系,對國內(nèi)企業(yè)來說,是一個全新而重大的課題。尤其對于一些中小企業(yè)而言,如何根據(jù)企業(yè)的實際情況,建立一套科學(xué)的績效管理體系以提高企業(yè)競爭力,是這些企業(yè)能否發(fā)展壯大的關(guān)鍵。 由于目前大多數(shù)中小企業(yè)過于關(guān)注銷售收入和發(fā)展速度,同時卻缺少一套人力資源管理系統(tǒng)來支撐業(yè)務(wù)的快速發(fā)展,尤其是一套有效的績效管理體系,使得企業(yè)的進(jìn)一步發(fā)展受到嚴(yán)重影響。因此,對于這些企業(yè)來說,建立一套適合企業(yè)的績效管理體系已經(jīng)是一項緊迫而重要的工作。 本論文是作者在M 公司在績效管理方面所做的一些探索,引入了兩種目前國外企業(yè)界已成功使用的設(shè)定績效指標(biāo)體系的方法  平衡記分卡與關(guān)鍵績效指標(biāo),并從公司的戰(zhàn)略角度出發(fā),綜合運用了平衡記分法與關(guān)鍵績效指標(biāo)來構(gòu)建企業(yè)、企業(yè)內(nèi)各部門及員工的績效指標(biāo)體系,建立適應(yīng)公司長期發(fā)展的績效管理體系,力圖解決發(fā)展速度與質(zhì)量間的矛盾。 本論文共分四個部分: 第一部分介紹了績效與績效管理的一些基礎(chǔ)理論,對績效、績效考核、績效管理的概念進(jìn)行了區(qū)分,并研究了它們之間的區(qū)別和聯(lián)系,界定了什么是系統(tǒng)的績效管理思想,這些理論構(gòu)成了設(shè)計M 公司績效管理體系的理論基礎(chǔ),并著重介紹了平衡記分卡與關(guān)鍵績效指標(biāo)的基本概念和理論。 第二部分對M 公司績效管理現(xiàn)狀進(jìn)行了分析,對其中存在的問題
[Abstract]:Performance management system design is the premise and core of establishing modern enterprise human resource management system. How to design and establish a set of scientific performance management system in line with China's national conditions and meet the needs of strategic development of enterprises. For domestic enterprises, it is a new and important issue, especially for some small and medium-sized enterprises, how to establish a set of scientific performance management system to improve the competitiveness of enterprises according to the actual situation of enterprises. Is the key to the growth of these enterprises. At present, most SMEs pay too much attention to sales revenue and development speed, but lack a set of human resource management system to support the rapid development of business, especially an effective performance management system. The further development of enterprises is seriously affected. Therefore, it is an urgent and important task for these enterprises to establish a set of performance management system suitable for enterprises. This paper is the author of M company in the performance management of some of the exploration. This paper introduces two methods of setting performance indicator system which have been successfully used by foreign enterprises at present, and balances scorecard with key performance indicators, and sets out from the strategic point of view of the company. Comprehensive use of balanced scoring method and key performance indicators to build enterprises, departments and employees of the performance indicators system, to establish a long-term development of the company's performance management system. Try to solve the contradiction between development speed and quality. This thesis is divided into four parts: The first part introduces some basic theories of performance and performance management, differentiates the concepts of performance, performance appraisal and performance management, and studies the differences and connections between them. This paper defines what the systematic performance management thought is. These theories constitute the theoretical basis of designing M company's performance management system. The basic concepts and theories of balanced Scorecard and key performance indicators are introduced emphatically. The second part analyzes the current situation of M Company's performance management and the existing problems.
【學(xué)位授予單位】：西南財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2005
【分類號】：F279.26

【引證文獻(xiàn)】

相關(guān)博士學(xué)位論文 前1條

1 厲莉;基于服裝品牌產(chǎn)品的視覺識別元素應(yīng)用系統(tǒng)研究[D];東華大學(xué);2012年

相關(guān)碩士學(xué)位論文 前5條

1 張淼;基于平衡計分卡的DS公司業(yè)績評價研究[D];長春理工大學(xué);2011年

2 劉瑩瑩;基于平衡記分卡的高新技術(shù)企業(yè)績效管理研究[D];合肥工業(yè)大學(xué);2010年

3 景鳳春;DJ設(shè)計院設(shè)計人員績效管理體系研究[D];天津大學(xué);2012年

4 呂雅楠;基于BSC的鋼貿(mào)企業(yè)績效管理體系研究[D];燕山大學(xué);2012年

5 何志慧;中國銀行廊坊分行績效管理研究[D];河北大學(xué);2013年

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本文編號：1371057