本文選題：績效考核　切入點：總部機關(guān)人員　出處：《北京交通大學(xué)》2017年碩士論文

【摘要】：集團總部機關(guān)管理人員處于集團公司高層管理人員與分公司和子公司基層管理者之間,其主要作用是在高層管理人員和各分子公司之間傳遞戰(zhàn)略目標(biāo)和生產(chǎn)經(jīng)營等信息;其“龍頭、中樞、核心、骨干”的作用不可忽視,總部機關(guān)人員考核合理與否,更容易引起員工的關(guān)注,對企業(yè)發(fā)展具有重要的影響。因此,研究集團公司總部機關(guān)人員的績效考核問題,對于促進集團公司戰(zhàn)略落地、提高經(jīng)濟效益具有重要意義。本文在充分了解企業(yè)員工績效考核問題、內(nèi)容、方法等國內(nèi)外研究現(xiàn)狀的基礎(chǔ)上,運用績效考核方法、層次分析法,研究中國鐵建D集團總部機關(guān)人員績效考核問題。在探討總部機關(guān)人員績效考核現(xiàn)狀、問題、原因的基礎(chǔ)上,設(shè)計中國鐵建D集團總部機關(guān)高層領(lǐng)導(dǎo)、中層領(lǐng)導(dǎo)、普通員工的績效考核優(yōu)化方案,提出總部機關(guān)人員績效考核的實施建議與保障措施。本文的具體研究內(nèi)容和結(jié)論如下:首先,在介紹中國鐵建D集團總部機關(guān)概況的基礎(chǔ)上,從績效考核的主體與對象、考核的主要內(nèi)容、績效考核方法闡述機關(guān)人員績效考核現(xiàn)狀,從考核指標(biāo)、考核指標(biāo)權(quán)重、考核結(jié)果與反饋機制、考核激勵機制等方面分析中國鐵建D集團總部機關(guān)人員績效考核存在績效考核指標(biāo)設(shè)計不合理、績效考核流程不完善、績效考核結(jié)果應(yīng)用單一、缺少績效反饋、績效考核指標(biāo)主觀性強、績效考核主體單一、績效考核算法不合理等問題。在總結(jié)概括總部機關(guān)人員績效考核問題的基礎(chǔ)上,從績效考核理念、績效考核過程、績效考核方式等方面剖析產(chǎn)生上述問題的原因。其次,針對中國鐵建D集團總部機關(guān)人員現(xiàn)階段績效考核現(xiàn)狀和問題,在績效考核優(yōu)化原則和目標(biāo)的框架下:基于績效考核理論,優(yōu)化績效考核流程,解決當(dāng)前績效考核的流程不完善的問題,優(yōu)化考核結(jié)果應(yīng)用方式,解決當(dāng)前績效考核結(jié)果應(yīng)用單一、缺少考核反饋的問題,優(yōu)化績效考核周期,解決當(dāng)前績效考核周期不合理的問題;基于關(guān)鍵績效指標(biāo)和目標(biāo)管理法,從業(yè)績、能力、行為的維度設(shè)計中國鐵建D集團總部機關(guān)高層領(lǐng)導(dǎo)、生產(chǎn)經(jīng)營型中層領(lǐng)導(dǎo)、服務(wù)型中層領(lǐng)導(dǎo)、普通員工的績效考核指標(biāo)體系,解決當(dāng)前績效考核體系設(shè)置不合理的問題:運用層次分析法確定業(yè)績、能力、行為及其次級指標(biāo)的權(quán)重,解決當(dāng)前績效考核指標(biāo)權(quán)重主觀性強的問題;運用360度績效考核法和層次分析法確定中國鐵建D集團總部機關(guān)人員績效考核主體及其打分權(quán)重,運用績效加權(quán)算法設(shè)計中國鐵建D集團總部機關(guān)人員績效考核結(jié)果計算算法解決總部機關(guān)人員績效考核方法不合理問題。最后,為使績效考核優(yōu)化設(shè)計方案實施的可操作性和可落實性,從績效考核全生命周期、持續(xù)提升總部機關(guān)員工的目標(biāo)出發(fā),提出績效考核事前準(zhǔn)備、事中過程監(jiān)控、事后評估的建議,同時從制度保障、全員參與保障、溝通機制保障全視角給出中國鐵建D集團總部機關(guān)人員績效考核優(yōu)化設(shè)計保障措施,期望為績效考核方案的順利實施提供良好的外部環(huán)境。
[Abstract]:Group headquarters management personnel in the senior management group company and management company and the subsidiary company between them, its main role is in between the senior management and the company strategic target and molecular transfer production information; the "leading, central, core and backbone" role can not be ignored, the headquarters staff assessment reasonable or not, more likely to cause the concern of the employees has an important influence on the development of enterprises. Therefore, the performance evaluation of group headquarters staff, to promote landing group strategy, has important significance to improve the economic efficiency. Based on the full understanding of employee performance evaluation, enterprise content, research status methods, using the method of performance appraisal, AHP, performance appraisal of railway construction D China headquarters staff group. In discussing the headquarters for people Staff performance appraisal of the status quo, problems and reasons on the basis of the design of China railway D group headquarters senior leadership, mid-level leadership, performance optimization scheme of general staff, put forward suggestions and measures of the headquarters staff's performance evaluation. The main research content of this dissertation are as follows: firstly, based on the introduction of Chinese railway construction D group headquarters general situation, from the main body of performance appraisal and evaluation object, main content, method of performance appraisal of staff performance appraisal situation, from the assessment indicators, assessment indicators, assessment results and feedback mechanism, assessment incentive mechanism analysis of China railway construction D group headquarters staff performance appraisal index design is not reasonable, the performance appraisal process is not perfect, the application of performance evaluation results of single, lack of performance feedback, performance evaluation index of subjective, main performance appraisal Single, performance appraisal method is not reasonable. By summarizing the problems of performance appraisal of headquarters staff, from the concept of performance appraisal, performance appraisal, performance appraisal methods to analyze the reasons of the above-mentioned problems. Secondly, according to the headquarters staff China railway D group present situation and problems in performance appraisal. The optimization framework of principles and objectives of performance appraisal: Performance Appraisal Based on the theory of optimization, performance evaluation process and solve the current performance appraisal process is not perfect, the optimization of the application of evaluation results, to solve the current performance appraisal results of the application of a single, lack of feedback problems, optimize the performance appraisal cycle, solve the current performance appraisal cycle is not reasonable the problem; key performance index and goal management method, based on performance, ability, behavior dimension design Chinese railway D group headquarters senior leaders The guide, business leaders, middle-level service, general staff performance evaluation index system, to solve the problem of unreasonable setting of current performance evaluation system, using AHP to determine the weight of performance, ability, behavior and secondary indexes, to solve the problem of the current subjective weights to determine the main performance index; performance appraisal headquarters staff China railway D group and its scoring weight by 360 degree performance appraisal analysis method and AHP method, using the performance weighting algorithm design Chinese D railway construction group headquarters staff performance appraisal result computation algorithm to solve the performance appraisal methods of headquarters agency personnel unreasonable problem. Finally, in order to make the performance appraisal design implementation operation and the implementation of the performance appraisal, from the whole life cycle, continuing to enhance the headquarters employees performance appraisal objectives, put forward beforehand In the process, monitoring, evaluation suggestions from the system security, security communication mechanism to ensure full participation, full view are Chinese railway construction D group headquarters staff performance appraisal optimization design of safeguard measures, hoping to provide a favorable external environment for the smooth implementation of the performance appraisal program.

【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F426.92

【參考文獻】

相關(guān)期刊論文 前10條

1 王子慧;;互聯(lián)網(wǎng)企業(yè)員工績效考核問題及對策研究[J];價值工程;2016年24期

2 王先海;;國有企業(yè)總部機關(guān)績效管理和績效考核研究[J];銅業(yè)工程;2016年04期

3 付小非;;從績效考核看績效管理[J];人力資源管理;2016年02期

4 劉聰娜;謝婷;;軍事物流評價指標(biāo)體系及評價方法研究[J];公路與汽運;2015年06期

5 夏俊生;王濤;;集團型煤炭企業(yè)總部全員績效考核體系的構(gòu)建與實施[J];山東煤炭科技;2015年09期

6 肖寧靜;;民辦高校教師績效考核反饋機制設(shè)計[J];經(jīng)濟研究導(dǎo)刊;2015年27期

7 劉亞婷;張淑蘭;甘永祥;;基于關(guān)聯(lián)矩陣法的臨床藥師績效考核方法初探[J];中國藥房;2015年13期

8 黃黎明;;國有企業(yè)績效考核存在的問題及對策探討——以南寧J投資公司為例[J];大眾科技;2015年04期

9 馮海燕;;高校科研團隊創(chuàng)新能力績效考核管理研究[J];科研管理;2015年01期

10 李召雪;;企業(yè)員工績效考核存在的問題與對策[J];石油化工管理干部學(xué)院學(xué)報;2014年04期

相關(guān)碩士學(xué)位論文 前10條

1 蘇衛(wèi)東;中鐵J集團總部組織結(jié)構(gòu)優(yōu)化研究[D];北京交通大學(xué);2016年

2 李冰冰;S政法職業(yè)學(xué)院教師績效管理研究[D];大連海事大學(xué);2016年

3 梁雪;牡丹江市生鮮農(nóng)產(chǎn)品供應(yīng)鏈風(fēng)險評價研究[D];哈爾濱工業(yè)大學(xué);2016年

4 楊冬梅;河北聚良環(huán)保設(shè)備有限公司績效管理研究[D];河北工程大學(xué);2015年

5 楊文豪;R人力資源服務(wù)公司招聘業(yè)務(wù)改進策略研究[D];華東理工大學(xué);2016年

6 朱應(yīng)培;莊河市檢察院績效考核制度研究[D];大連理工大學(xué);2015年

7 韓凱吉;SDHA公司中層管理人員績效考核指標(biāo)體系構(gòu)建與應(yīng)用研究[D];山東理工大學(xué);2015年

8 李文春;T公司績效考核體系優(yōu)化策略研究[D];華東理工大學(xué);2015年

9 王歡;SMSY集團機關(guān)管理人員績效考核體系優(yōu)化研究[D];西北大學(xué);2014年

10 朱莉敏;KBN公司銷售績效考核研究[D];云南大學(xué);2014年

，

本文編號：1656886