本文選題：績(jī)效考核 + 考核指標(biāo)�。� 參考：《西北大學(xué)》2013年碩士論文

【摘要】：隨著我省高速公路建設(shè)的蓬勃發(fā)展,這就對(duì)國(guó)有高速公路企業(yè)的運(yùn)營(yíng)管理提出了新的更高的要求。為保障國(guó)有高速公路企業(yè)的可持續(xù)發(fā)展,績(jī)效考核作為企業(yè)管理中不可或缺的有效途徑,對(duì)其高速公路企業(yè)的日常經(jīng)營(yíng)活動(dòng)和決策起著越來(lái)越重要的指導(dǎo)意義�？�(jī)效考核是現(xiàn)代企業(yè)人力資源管理最重要的環(huán)節(jié)之一,而根據(jù)績(jī)效考核的研究發(fā)展來(lái)看,績(jī)效考核的目的一定要圍繞企業(yè)的發(fā)展戰(zhàn)略或者目標(biāo)來(lái)制定,一定要通過(guò)建立公平合理的績(jī)效考核體系,明確考核對(duì)象,采取客觀有效的考核方式,進(jìn)行信息公開(kāi)透明的績(jī)效溝通與反饋機(jī)制,減少外來(lái)因素所造成的負(fù)面消極影響,保證最終的績(jī)效考核結(jié)果的公平、客觀、公認(rèn)以及員工的無(wú)異議,其結(jié)果可以應(yīng)用在員工是否需要培訓(xùn)、員工獎(jiǎng)勵(lì)的多少、職位晉升和招聘等多個(gè)方面,而這對(duì)于企業(yè)的人力資源管理和可持續(xù)發(fā)展具有重要作用。 本文以國(guó)有高速公路企業(yè)J集團(tuán)AC分公司的員工績(jī)效考核體系為研究對(duì)象,運(yùn)用層次分析法、關(guān)鍵指標(biāo)法等方法,分析AC分公司績(jī)效考核體系的現(xiàn)狀,并發(fā)現(xiàn)其存在的主要問(wèn)題包括績(jī)效考核目的定位過(guò)于模糊、績(jī)效考核主體過(guò)于單一、績(jī)效考核指標(biāo)的確定不夠科學(xué)合理、績(jī)效考核結(jié)果缺乏反饋和申訴機(jī)制等。而其產(chǎn)生問(wèn)題的主要原因包括不重視績(jī)效考核的運(yùn)用,員工對(duì)績(jī)效考核理解認(rèn)識(shí)不足,缺乏有效的績(jī)效考核培訓(xùn)機(jī)制,工作崗位分析不細(xì)致等。本文主要從部門(mén)和崗位職責(zé)分析、崗位說(shuō)明書(shū)、績(jī)效考核指標(biāo)的設(shè)計(jì)以及權(quán)重的分配、績(jī)效考核主體的確定、績(jī)效考核結(jié)果的運(yùn)用、績(jī)效考核結(jié)果的反饋與申訴機(jī)制等幾個(gè)方面對(duì)AC分公司員工績(jī)效考核體系的再設(shè)計(jì)進(jìn)行了舉例說(shuō)明。為保證AC分公司新的績(jī)效考核體系能夠順利實(shí)施,并提出了構(gòu)建績(jī)效考核的文化環(huán)境、績(jī)效考核體系的培訓(xùn)、注重績(jī)效考核過(guò)程的追蹤以及加強(qiáng)其組織領(lǐng)導(dǎo)等配套措施。
[Abstract]:With the vigorous development of highway construction in our province, new and higher requirements are put forward for the operation and management of state-owned highway enterprises. In order to ensure the sustainable development of state-owned expressway enterprises, performance appraisal, as an indispensable and effective way in enterprise management, plays a more and more important role in guiding the daily operation and decision-making of highway enterprises. Performance appraisal is one of the most important links in modern enterprise human resource management. According to the research and development of performance appraisal, the purpose of performance appraisal must be formulated around the development strategy or goal of enterprise. It is necessary to establish a fair and reasonable performance appraisal system, to define the assessment object, to adopt an objective and effective assessment method, to carry out an open and transparent performance communication and feedback mechanism, and to reduce the negative and negative effects caused by external factors. Ensure that the final results of the performance appraisal are fair, objective, accepted and no objection to the employee. The results can be applied to whether the employee needs training, how much the employee rewards, the promotion and recruitment of the position, etc. This is important for the human resource management and sustainable development of enterprises. This paper takes the employee performance appraisal system of J Group AC Branch of the state-owned expressway enterprise as the research object, and analyzes the present situation of the performance appraisal system of AC branch company by using AHP and key index method. It is found that the main problems are that the purpose of performance appraisal is too vague, the main body of performance appraisal is too single, the determination of performance appraisal index is not scientific and reasonable, the result of performance appraisal lacks feedback and complaint mechanism, and so on. The main reasons for the problems include the lack of attention to the use of performance appraisal, the lack of understanding of performance appraisal, the lack of effective performance appraisal training mechanism, the lack of detailed job analysis and so on. This article mainly from the department and the post duty analysis, the post specification, the performance appraisal index design and the weight distribution, the performance appraisal main body determination, the performance appraisal result application, The feedback and complaint mechanism of the performance appraisal result are illustrated by examples of the redesign of the performance appraisal system of AC branch company. In order to ensure the successful implementation of the new performance appraisal system in AC Branch, this paper puts forward some supporting measures, such as constructing the cultural environment of performance appraisal, training the performance appraisal system, paying attention to the tracking of the performance appraisal process, and strengthening the organization and leadership of the company.
【學(xué)位授予單位】：西北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F272.92;F542.6

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