發(fā)布時間：2018-04-14 21:57

  本文選題：中層管理人員 + 績效管理體系��； 參考：《湘潭大學》2014年碩士論文

【摘要】：當前世界經濟的發(fā)展呈現(xiàn)全球化和知識經濟的特點，企業(yè)的競爭要素開始轉為資本、技術、人才等多元化要素的競爭，但人力資源在內的無形資產在未來的競爭越來越起到主導性作用，績效管理作為人力資源最有效的工具和重要手段，對企業(yè)競爭力的提升，凝聚力和工作效能的提高起到關鍵性作用。近年來，國內企業(yè)已逐步接受和運用績效管理的理論，但績效管理往往一概而論，缺乏層次性，對于中層管理人員未針對其工作的特點和作用，制定一套行之有效的績效管理體系，往往存在著與企業(yè)戰(zhàn)略目標不符、績效指標無法考核實際工作、績效反饋機制不完善，績效改進環(huán)節(jié)的缺失等問題，造成了中層管理的工作未有一個客觀、公正的評價，他們工作的積極性和工作潛能未能得到充分發(fā)揮，，從而使公司的整體目標的實現(xiàn)大打折扣。 本文以華潤九新公司為例，以公司的中層管理人員為研究對象，通過文獻分析法和調查問卷法，對目前中層管理人員績效管理體系中存在的問題和不足進行分析，并找出問題存在的緣由，并已解決所存在問題為目標，對中層管理人員的績效管理管理體系進行重新設計，對公司戰(zhàn)略目標進行分析、通過崗位職責，將各個目標分配到個人，形成一個完成的目標管理體系，對針對目標所導出的考核指標進行篩選，選用關鍵指標對中層管理人員的工作行為和工作結果進行全面考核，并改變過去只注重績效考核，而忽視其他環(huán)節(jié)的管理狀態(tài)，增加了績效面談和績效修正的環(huán)節(jié)，使績效管理處于一個閉合循環(huán)、不斷優(yōu)化的管理流程當中。在新的中層管理績效管理優(yōu)化體系當中將作為一個管理工具和管理思維對員工的工作行為和工作業(yè)績進行管理，幫助中層管理人員在掌握本人工作能力和工作結果的同時，更好地幫助他們提高發(fā)展的能力，更好地發(fā)揮中層管理人員在企業(yè)發(fā)展中的關鍵作用，提高他們工作的積極性和主動性，推進組織目標的實現(xiàn)，促進企業(yè)業(yè)績的穩(wěn)步提升。
[Abstract]:At present, the development of the world economy is characterized by globalization and knowledge economy. The competitive elements of enterprises begin to become the competition of diversified elements, such as capital, technology, talent, etc.However, intangible assets, including human resources, play a more and more dominant role in the future competition. Performance management, as the most effective tool and important means of human resources, promotes the competitiveness of enterprises.The improvement of cohesion and work efficiency plays a key role.In recent years, domestic enterprises have gradually accepted and applied the theory of performance management.In order to establish an effective performance management system, there are always some problems, such as inconsistent with the strategic objectives of the enterprise, the inability of the performance indicators to assess the actual work, the imperfection of the performance feedback mechanism, the lack of performance improvement links, and so on.As a result, the work of middle management has not been evaluated objectively and fairly, and their enthusiasm and potential have not been brought into full play, thus the realization of the overall goal of the company has been greatly reduced.This paper takes China Resources Nine New Company as an example, takes the middle-level managers of the company as the research object, through the literature analysis method and the questionnaire method, carries on the analysis to the present middle management personnel performance management system existence question and the insufficiency.And find out the reason of the problem, and have solved the existing problem as the goal, the performance management system of the middle management personnel is redesigned, the strategic goal of the company is analyzed, through the post responsibility, each goal is assigned to the individual.Form a complete goal management system, select the key indicators to evaluate the work behavior and work results of middle managers, and change the past focus only on performance appraisal.Ignoring the management state of other links, adding performance interview and performance correction links, so that performance management in a closed cycle, continuous optimization of the management process.In the new mid-level management performance management optimization system, it will be used as a management tool and management thinking to manage employees' work behavior and performance, and help middle-level managers to master their work ability and work results at the same time.Better help them to improve the ability of development, better play the key role of middle managers in the development of enterprises, improve their enthusiasm and initiative to work, promote the realization of organizational goals, and promote the steady improvement of enterprise performance.
【學位授予單位】：湘潭大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F299.233.41

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本文編號：1751170