本文關(guān)鍵詞： 社科教育 教育咨詢 績(jī)效考核 考核指標(biāo)體系 績(jī)效反饋　出處：《新疆大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著知識(shí)經(jīng)濟(jì)時(shí)代的到來,各類人才不可避免的成為第一資源,堪比無(wú)形資產(chǎn),不斷地受到各行業(yè)的重視。因此,人力資源成為當(dāng)前我國(guó)各行企業(yè)獲得競(jìng)爭(zhēng)性優(yōu)勢(shì)的主要源泉。任何一個(gè)組織部門都希望他們可以提升部門的競(jìng)爭(zhēng)和管理能力,如何選人、如何用人、最后如何留住人,都是最迫切的問題,也是保持組織創(chuàng)造力鮮活力的競(jìng)爭(zhēng)優(yōu)勢(shì)�？�(jī)效考核評(píng)價(jià)體系則成為正常組織中人力資源管理的重要評(píng)定管理關(guān)鍵環(huán)節(jié)。因此,如何依照企業(yè)本身的特色來塑造一個(gè)量身打造的績(jī)效考核體系,實(shí)施考核成為了各個(gè)企業(yè)所需要研究的重要問題。本文基于對(duì)績(jī)效考核的理論與企業(yè)實(shí)際情況相結(jié)合的研究方法,結(jié)合國(guó)內(nèi)外學(xué)術(shù)界以及企業(yè)在績(jī)效考核的理論發(fā)展以及取得的成就進(jìn)行了詳細(xì)研究分析;并對(duì)現(xiàn)有的比較流行的關(guān)于績(jī)效考核的理論研究和實(shí)施理論進(jìn)行了詳細(xì)分析,如目標(biāo)管理理論、KPI思想以及平衡計(jì)分卡思想等進(jìn)行了詳細(xì)分析。本文研究了眾多中小企業(yè)的績(jī)效考核方法和實(shí)際情況,并對(duì)其公司的實(shí)際情況和具體實(shí)施辦法進(jìn)行了詳細(xì)的研究和分析。以成都社科教育咨詢有限公司為例,首先,針對(duì)該公司總體概況進(jìn)行了分析和研究,對(duì)此問題本文將公司已有的績(jī)效考核管理辦法進(jìn)行了分析,同時(shí)對(duì)實(shí)施情況也展開了一定分析;其次,針對(duì)該公司現(xiàn)有的績(jī)效考核辦法中存在的問題進(jìn)行了詳細(xì)的研究與分析,比如考核機(jī)制不健全、考核指標(biāo)過于單一化、考核過程不規(guī)范以及缺乏反饋等問題;第三,針對(duì)存在的問題,因地制宜的結(jié)合該公司的實(shí)際情況制定切實(shí)可行的解決辦法。比如,根據(jù)不同崗位制定相應(yīng)的考核策略,實(shí)時(shí)跟蹤考核后的反虧和意見并進(jìn)一步完善考核辦法。該部分還包括了完善考核指標(biāo)體系原則;第四,針對(duì)改進(jìn)后的績(jī)效考核辦法的實(shí)施效果進(jìn)行分析和評(píng)估,確保改進(jìn)的考核策略符合預(yù)期和實(shí)際情況的需求;最后,從組織、思想、制度、技術(shù)、文化和培訓(xùn)等幾個(gè)方面介紹了與績(jī)效考核相關(guān)的保障舉措。針對(duì)改進(jìn)的績(jī)效考核辦法實(shí)施的效果進(jìn)行評(píng)估分析,本文采取了對(duì)比的方法。將改進(jìn)前與改進(jìn)后的考核結(jié)果進(jìn)行對(duì)比分析,得出結(jié)論:改進(jìn)后的考核策略更加符合該公司的實(shí)際情況,能夠切實(shí)做到激勵(lì)員工的作用。另針對(duì)績(jī)效考核結(jié)果的溝通和反饋意見的跟蹤也落到了實(shí)處,并為進(jìn)一步完善考核體系提供了有力的依據(jù)。
[Abstract]:With the arrival of the era of knowledge economy, all kinds of talents inevitably become the first resource, comparable to intangible assets, and are constantly attached importance to by various industries. Human resources have become the main source of competitive advantage for enterprises in our country. Any organization hopes that they can enhance the competition and management ability of the departments, how to select people, how to use people, and finally how to retain people. Both are the most urgent problems, and they are also the competitive advantages of maintaining the vitality of organizational creativity. The performance evaluation system has become an important key link in human resources management in normal organizations. How to shape a tailored performance appraisal system according to the characteristics of the enterprise itself, The implementation of evaluation has become an important issue for each enterprise to study. This paper based on the theory of performance appraisal and the actual situation of the enterprise research method, Combined with the theoretical development and achievement of performance appraisal at home and abroad, this paper makes a detailed research and analysis on the current popular theory and implementation theory of performance appraisal. For example, the theory of objective management, KPI and balanced scorecard are analyzed in detail. This paper studies the performance evaluation methods and the actual situation of many small and medium-sized enterprises. Taking Chengdu Social Science Education Consulting Co., Ltd as an example, first of all, the general situation of the company is analyzed and studied. In this paper, the company's existing performance appraisal management methods are analyzed, at the same time, the implementation of the situation is also analyzed; secondly, the existing performance appraisal methods of the company to carry out a detailed study and analysis of the existing problems, For example, the assessment mechanism is not perfect, the assessment index is too simple, the assessment process is not standardized, and there is a lack of feedback. Third, in view of the existing problems, According to the actual situation of the company to formulate practical solutions. For example, according to different positions to develop the corresponding assessment strategy, This part also includes the principles of perfecting the evaluation index system. 4th, the implementation effect of the improved performance appraisal method is analyzed and evaluated. Ensure that the improved assessment strategy meets the expected and actual needs; finally, from the organizational, ideological, institutional, technical, Several aspects such as culture, training and other aspects of the performance appraisal related to the security measures to evaluate the effectiveness of the implementation of the improved performance appraisal, In this paper, the method of comparison is adopted. The results before and after the improvement are compared and analyzed, and the conclusion is that the improved assessment strategy is more in line with the actual situation of the company. In addition, the communication and feedback of the results of performance appraisal also fall into practice, and provide a strong basis for further improvement of the evaluation system.
【學(xué)位授予單位】：新疆大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：G523;F272.92

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