本文選題：GY高速公司 + 績效考核��； 參考：《南昌大學(xué)》2013年碩士論文

【摘要】：現(xiàn)代企業(yè)經(jīng)營中,人力資源己經(jīng)成為最重要的一種資源。市場競爭,歸根結(jié)底是人才的競爭。沒有優(yōu)秀的人才,企業(yè)就難以在市場競爭中立足。企業(yè)要生存,要持久發(fā)展,離不開知識、技術(shù)的生產(chǎn)和應(yīng)用,而知識、技術(shù)的生產(chǎn)和應(yīng)用,最終來源于高素質(zhì)的員工。如何產(chǎn)生高素質(zhì)的員工,更多的決定于企業(yè)人力資源開發(fā)和管理的能力。企業(yè)要合理地開發(fā)人力資源,激發(fā)人才的潛力,進(jìn)而提升企業(yè)核心競爭力,才能最終在市場競爭中取得成功。因此,如何吸引更優(yōu)秀的人才、留住現(xiàn)有的人才,成為企業(yè)中績效管理部門研究的重點。員工在企業(yè)中如何自我發(fā)展,如何體現(xiàn)自身價值,企業(yè)如何關(guān)注員工的職業(yè)生涯,如何實現(xiàn)人力資本向財富資本的轉(zhuǎn)化,這些問題對企業(yè)績效考核管理提出了新的挑戰(zhàn)。國內(nèi)公用企業(yè)一般從原國有企業(yè)改制而來,繼承了國有企業(yè)的雄厚實力、技術(shù)能力,但是也沿襲了國有企業(yè)不適應(yīng)現(xiàn)代市場經(jīng)濟(jì)格局的一些管理制度,隨著公用行業(yè)的部分放開,公用企業(yè)也將面臨市場競爭。如何處理股份制后員工思想中存在的種種疑慮,如何保持員工隊伍的穩(wěn)定,如何解決好員工隊伍的結(jié)構(gòu)性問題,推動優(yōu)秀人才脫穎而出,最終擁有一支高素質(zhì)的專業(yè)技術(shù)隊伍,建立一支高水平的經(jīng)營管理團(tuán)隊,推動公用企業(yè)持續(xù)、穩(wěn)定、健康發(fā)展,成為高速公路行業(yè)各企業(yè)績效管理工作的緊迫任務(wù)。 本文在對國內(nèi)外績效考核理論研究的基礎(chǔ)上,通過對GY高速公路公司績效管理現(xiàn)狀和問題的分析,探討適合該企業(yè)發(fā)展的績效考核體系及其優(yōu)化措施；從人力資源規(guī)劃開始,通過對績效管理意識、績效考核過程、績效考核制度、績效考核方法、績效反饋機(jī)制、績效結(jié)果應(yīng)用等績效管理各方面工作的全面改進(jìn),力求為其建立現(xiàn)代化績效考核體系,實現(xiàn)穩(wěn)定、健康、持續(xù)發(fā)展提供參考。
[Abstract]:In modern enterprise management, human resources have become the most important resource.Market competition, in the final analysis is talent competition.Without excellent talents, it is difficult for an enterprise to base itself in the market competition.The production and application of knowledge and technology can not be separated from the production and application of knowledge and technology, and the production and application of knowledge and technology come from highly qualified employees.How to produce high-quality employees depends more on the ability of human resource development and management.In order to succeed in market competition, enterprises should develop human resources reasonably, stimulate the potential of talents, and then enhance the core competitiveness of enterprises.Therefore, how to attract more excellent talents and retain the existing talents has become the focus of the performance management department.How employees develop themselves, how to reflect their own value, how to pay attention to the career of employees, how to realize the transformation of human capital to wealth capital, these problems put forward new challenges to the management of enterprise performance appraisal.Domestic public enterprises generally come from the restructuring of the former state-owned enterprises, inheriting the strong strength and technical capability of the state-owned enterprises, but also following some management systems that the state-owned enterprises do not adapt to the modern market economy.With the partial liberalization of the public sector, public enterprises will also face market competition.How to deal with the misgivings existing in the employees' thoughts after the joint-stock system, how to maintain the stability of the staff, how to solve the structural problems of the staff, how to promote the outstanding talents to stand out, and finally to have a high-quality professional and technical team.Establishing a high level management team to promote the sustained, stable and healthy development of public enterprises has become an urgent task for the performance management of various enterprises in expressway industry.Based on the theoretical research of performance appraisal at home and abroad, this paper discusses the performance appraisal system and its optimization measures suitable for the development of GY Expressway Company through the analysis of the current situation and problems of performance management of GY Expressway Company.Through the comprehensive improvement of performance management, such as awareness of performance management, performance appraisal process, performance appraisal system, performance appraisal method, performance feedback mechanism, performance result application and so on, this paper tries to establish a modern performance appraisal system for it.To achieve stability, health, sustainable development to provide reference.
【學(xué)位授予單位】：南昌大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F542.6

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本文編號：1773283