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

【摘要】：當(dāng)前世界經(jīng)濟(jì)的發(fā)展呈現(xiàn)全球化和知識(shí)經(jīng)濟(jì)的特點(diǎn)，企業(yè)的競(jìng)爭(zhēng)要素開(kāi)始轉(zhuǎn)為資本、技術(shù)、人才等多元化要素的競(jìng)爭(zhēng)，但人力資源在內(nèi)的無(wú)形資產(chǎn)在未來(lái)的競(jìng)爭(zhēng)越來(lái)越起到主導(dǎo)性作用，績(jī)效管理作為人力資源最有效的工具和重要手段，對(duì)企業(yè)競(jìng)爭(zhēng)力的提升，凝聚力和工作效能的提高起到關(guān)鍵性作用。近年來(lái)，國(guó)內(nèi)企業(yè)已逐步接受和運(yùn)用績(jī)效管理的理論，但績(jī)效管理往往一概而論，缺乏層次性，對(duì)于中層管理人員未針對(duì)其工作的特點(diǎn)和作用，制定一套行之有效的績(jī)效管理體系，往往存在著與企業(yè)戰(zhàn)略目標(biāo)不符、績(jī)效指標(biāo)無(wú)法考核實(shí)際工作、績(jī)效反饋機(jī)制不完善，績(jī)效改進(jìn)環(huán)節(jié)的缺失等問(wèn)題，造成了中層管理的工作未有一個(gè)客觀、公正的評(píng)價(jià)，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(biāo)的實(shí)現(xiàn)大打折扣。 本文以華潤(rùn)九新公司為例，以公司的中層管理人員為研究對(duì)象，通過(guò)文獻(xiàn)分析法和調(diào)查問(wèn)卷法，對(duì)目前中層管理人員績(jī)效管理體系中存在的問(wèn)題和不足進(jìn)行分析，并找出問(wèn)題存在的緣由，并已解決所存在問(wèn)題為目標(biāo)，對(duì)中層管理人員的績(jī)效管理管理體系進(jìn)行重新設(shè)計(jì)，對(duì)公司戰(zhàn)略目標(biāo)進(jìn)行分析、通過(guò)崗位職責(zé)，將各個(gè)目標(biāo)分配到個(gè)人，形成一個(gè)完成的目標(biāo)管理體系，對(duì)針對(duì)目標(biāo)所導(dǎo)出的考核指標(biāo)進(jìn)行篩選，選用關(guān)鍵指標(biāo)對(duì)中層管理人員的工作行為和工作結(jié)果進(jìn)行全面考核，并改變過(guò)去只注重績(jī)效考核，而忽視其他環(huán)節(jié)的管理狀態(tài)，增加了績(jī)效面談和績(jī)效修正的環(huán)節(jié)，使績(jī)效管理處于一個(gè)閉合循環(huán)、不斷優(yōu)化的管理流程當(dāng)中。在新的中層管理績(jī)效管理優(yōu)化體系當(dāng)中將作為一個(gè)管理工具和管理思維對(duì)員工的工作行為和工作業(yè)績(jī)進(jìn)行管理，幫助中層管理人員在掌握本人工作能力和工作結(jié)果的同時(shí)，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(guān)鍵作用，提高他們工作的積極性和主動(dòng)性，推進(jìn)組織目標(biāo)的實(shí)現(xiàn)，促進(jìn)企業(yè)業(yè)績(jī)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(xué)位授予單位】：湘潭大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F299.233.41

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 胡宏梁,陳旭東,許小東;中層管理者在組織變革中的角色研究[J];管理現(xiàn)代化;2003年01期

2 孫越;;績(jī)效管理[J];經(jīng)營(yíng)管理者;2011年02期

3 齊宏濤;何蘇娟;張慶馳;;包鋼煉鐵廠績(jī)效評(píng)價(jià)體系的構(gòu)建及應(yīng)用[J];包鋼科技;2009年04期

4 陳燕;;企業(yè)中層管理者績(jī)效考核模式優(yōu)化研究[J];價(jià)值工程;2012年13期

5 盧錦;王文奎;;基于KRIF模式的中層管理人員績(jī)效考核指標(biāo)體系設(shè)計(jì)[J];內(nèi)江科技;2008年11期

6 盛紅;張睿;;基于模糊數(shù)學(xué)的企業(yè)管理者四邊形績(jī)效評(píng)價(jià)模型[J];科技信息;2006年11期

7 戴良鐵;績(jī)效考核方法介紹(一) 績(jī)效考核概要[J];中國(guó)勞動(dòng);2000年07期

8 張新潤(rùn);溫曉慧;;國(guó)有煤炭企業(yè)中層管理人員績(jī)效評(píng)價(jià)機(jī)制研究[J];煤炭技術(shù);2010年12期

9 李詠新;;績(jī)效評(píng)價(jià)指標(biāo)與標(biāo)準(zhǔn)[J];企業(yè)導(dǎo)報(bào);2010年10期

10 阮英;;關(guān)于管理績(jī)效評(píng)價(jià)體系的思考[J];商情(財(cái)經(jīng)研究);2008年02期

本文編號(hào)：1751170