本文關(guān)鍵詞：吉林聯(lián)通行業(yè)應(yīng)用創(chuàng)新支撐中心員工績(jī)效管理方案研究　出處：《吉林大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 績(jī)效管理 關(guān)鍵績(jī)效指標(biāo) 薪酬模型 績(jī)效考核 績(jī)效管理指標(biāo)體系

【摘要】：績(jī)效管理是現(xiàn)代企業(yè)管理的重要部分,是企業(yè)實(shí)現(xiàn)其戰(zhàn)略目標(biāo)的有效手段之一,是企業(yè)薪酬管理的重要依據(jù),是企業(yè)制定人力資源開(kāi)發(fā)計(jì)劃的方向和依據(jù),是員工職級(jí)職務(wù)調(diào)整、調(diào)動(dòng)及其它各種人力資源管理決策的重要標(biāo)準(zhǔn)。當(dāng)今社會(huì)科技飛速發(fā)展,對(duì)于知識(shí)型技術(shù)型員工云集的企業(yè)來(lái)講,如何能夠研發(fā)新技術(shù)、提高競(jìng)爭(zhēng)力、拓展市場(chǎng)份額固然是企業(yè)發(fā)展需要研究的重要課題,然而面對(duì)強(qiáng)大的工作壓力,員工的工作積極性降低、人員流動(dòng)量大更是企業(yè)亟待解決的問(wèn)題。因此,建立有效的適合企業(yè)發(fā)展的績(jī)效管理制度,通過(guò)績(jī)效管理激發(fā)員工的潛能,提高工作積極性,無(wú)論是對(duì)于企業(yè)還是人才來(lái)講都是至關(guān)重要的,也是當(dāng)今企業(yè)迫切需要進(jìn)行優(yōu)化改革的。本論文就是要通過(guò)對(duì)績(jī)效管理理論與實(shí)踐的研究,建立科學(xué)完善的績(jī)效管理體系,協(xié)助企業(yè)乃至員工的共同發(fā)展與進(jìn)步。如今通信產(chǎn)業(yè)已逐漸成為我國(guó)國(guó)民經(jīng)濟(jì)發(fā)展的支柱產(chǎn)業(yè),筆者所在的企業(yè)也正是通信業(yè)的龍頭企業(yè),然而面對(duì)企業(yè)業(yè)績(jī)提升緩慢,員工工作積極性不高的現(xiàn)狀,現(xiàn)有的績(jī)效管理僅僅流于形式,并沒(méi)有發(fā)揮出應(yīng)有的作用。因此,本論文的研究目的就是要改變現(xiàn)狀,使得企業(yè)能夠充分利用現(xiàn)有人力資源,在提高業(yè)績(jī)的同時(shí)提升員工的滿意度,調(diào)動(dòng)員工工作積極性,使企業(yè)和員工在發(fā)展上達(dá)到雙贏。本論文將運(yùn)用績(jī)效管理、人力資源管理、激勵(lì)等理論知識(shí),以筆者所在的企業(yè)——吉林聯(lián)通省分公司行業(yè)應(yīng)用創(chuàng)新支撐中心為研究對(duì)象,針對(duì)企業(yè)在績(jī)效管理中存在的實(shí)際問(wèn)題和缺陷,結(jié)合績(jī)效管理方法,剖析問(wèn)題,尋求解決問(wèn)題方案。首先從員工的思想方面入手,運(yùn)用問(wèn)題分析、問(wèn)卷調(diào)查、訪談及統(tǒng)計(jì)分析等方法,了解員工對(duì)于績(jī)效管理的認(rèn)知問(wèn)題。通過(guò)不斷的溝通和反饋,指導(dǎo)和建議,訪談和記錄,來(lái)強(qiáng)化員工的參與感和主人翁意識(shí),讓每個(gè)人都清楚的認(rèn)識(shí)到自身與組織的關(guān)系,并切實(shí)的參與到績(jī)效管理過(guò)程中來(lái)。在對(duì)薪酬體系、關(guān)鍵績(jī)效指標(biāo)以及績(jī)效考核辦法進(jìn)行深入設(shè)計(jì)時(shí),筆者對(duì)組織戰(zhàn)略目標(biāo)進(jìn)行了逐級(jí)分解,優(yōu)化了組織架構(gòu),落實(shí)了個(gè)人工作職責(zé),還借助了業(yè)務(wù)系統(tǒng)的優(yōu)勢(shì),將員工日常工作內(nèi)容以工單受理的形式量化出來(lái),用系統(tǒng)記錄數(shù)據(jù)說(shuō)話,為績(jī)效考核提供了重要而準(zhǔn)確的依據(jù)。在績(jī)效考核階段,筆者嚴(yán)格按照績(jī)效考核辦法的規(guī)則來(lái)實(shí)施,遵循程序公平、標(biāo)準(zhǔn)公平的原則,根據(jù)客觀依據(jù)對(duì)每個(gè)員工進(jìn)行評(píng)價(jià)打分。通過(guò)績(jī)效管理的評(píng)價(jià)和反饋功能,培養(yǎng)員工良好的工作習(xí)慣,促進(jìn)員工的職業(yè)生涯發(fā)展,是員工實(shí)現(xiàn)自我提升的重要途徑。最后,將績(jī)效結(jié)果應(yīng)用于員工薪酬及職位的晉升,切實(shí)地將員工個(gè)人能力與薪酬掛鉤,使員工深刻的感受到了自身價(jià)值,同時(shí)提高了員工滿意度。在整個(gè)績(jī)效管理過(guò)程中,溝通貫穿始終,深入的溝通使員工之間能夠相互了解,減少隔閡,增強(qiáng)了團(tuán)隊(duì)合作意識(shí),工作氛圍也得到了改善。一套完整的、適合通信企業(yè)發(fā)展規(guī)律的績(jī)效管理方案,其過(guò)程應(yīng)該是:績(jī)效計(jì)劃——績(jī)效輔導(dǎo)——績(jī)效考核——績(jī)效反饋。建立優(yōu)質(zhì)的績(jī)效管理體系可以提高員工的工作積極性,改善員工的工作表現(xiàn),提高員工的滿意程度和未來(lái)的成就感,以達(dá)到組織的經(jīng)營(yíng)目標(biāo),實(shí)現(xiàn)個(gè)人與組織的共同發(fā)展。
[Abstract]:Performance management is an important part of modern enterprise management, is one of the effective means for enterprise to realize its strategic target, is an important basis for the salary management of enterprises, is the direction and basis for enterprises to develop human resources development plan, is the rank of staff position adjustment, and other important criteria to mobilize the decision of human resource management. In today's society, the rapid development of science and technology, for knowledge workers gathered in the enterprise, how to develop new technology, improve competitiveness and expand market share is an important research topic of enterprise development, but the face of the pressure of work, the working enthusiasm of the staff to reduce staff turnover rate, it is an urgent problem. Therefore, the establishment of effective performance management system for enterprise development, inspire the potential of employees through performance management, improve work enthusiasm, either for business or In terms of talents is essential, is also the enterprise urgent need to optimize the reform. This paper is to study the theory and practice of performance management, establish a scientific performance management system, assist the common development and progress of enterprises and employees. Now the communications industry has become a pillar industry of China's national economic development the enterprise, is also the communications industry leading enterprises, but in the face of enterprise performance improvement is slow, enthusiasm is not high status of staff performance management, existing only a mere formality, and did not play a proper role. Therefore, the purpose of this paper is to change the status quo, the enterprise can make full use of the existing in human resources, employee satisfaction and improve performance, mobilize the enthusiasm of the staff work, enable enterprises and employees to achieve a win-win situation in the development of this thesis. The application of performance management, human resource management, incentive theory, the author's company -- Jilin Unicom branch industry application innovation center as the research object, according to the actual problems and defects existing in the performance management of enterprise, analyze the problem with the methods of performance management, and seek the solution to the problem. Starting from the thought the staff, the use of problem analysis, questionnaire, interview and statistical analysis, to understand the staff for the cognitive problems of performance management. Through continuous communication and feedback, guidance and advice, interviews and records, to strengthen the staff's sense of participation and sense of ownership, let everyone know that their relationship with the organization, and effectively to participate in the process of performance management. In the compensation system, key performance indicators and performance evaluation methods of in-depth design, the author of the organization strategy The goal was to decompose, optimize the organizational structure, the implementation of personal responsibility, also with the business advantages of the system, to quantify the daily work of employees to work out the contents of single accepted form, speak with the system to record data, provides an important and accurate basis for performance appraisal. In the performance evaluation stage, the strict implementation of according to the performance evaluation methods of the rules, follow the procedure justice, the standard according to the principle of fairness, the objective basis for the evaluation score for each employee. Through the evaluation of performance management and feedback function, staff training and good work habits, promote employee occupation career development, is an important way to achieve self promotion staff. Finally, the performance will be promoted the results applied to staff salaries and positions, and the personal ability and compensation, so that employees feel a profound self value, and improve the employees Satisfaction. In the whole process of performance management, communication throughout, in-depth communication between employees can make mutual understanding, reduce barriers, enhance the sense of teamwork, working environment has been improved. A complete set of rules for communication, performance management system of enterprise development, the process should be: performance plan, performance counseling performance assessment, performance feedback. The establishment of quality performance management system can improve the working enthusiasm of the staff, improve staff performance, improve employee satisfaction and future achievement, in order to achieve the business target of the organization, to achieve the common development of individual and organization.

【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92;F626

【相似文獻(xiàn)】

相關(guān)期刊論文 前10條

1 張妍;黃麗琴;;中國(guó)企業(yè)的績(jī)效管理難在何處[J];商場(chǎng)現(xiàn)代化;2006年04期

2 全笑蕾;盛靖芝;;超越平衡計(jì)分卡的績(jī)效管理新框架——績(jī)效棱柱[J];科技創(chuàng)業(yè)月刊;2006年03期

3 魏鈞;;績(jī)效管理難點(diǎn)解決方案之一:提煉有效的崗位績(jī)效指標(biāo)[J];中國(guó)勞動(dòng);2006年03期

4 王祝永;;避免績(jī)效管理的誤區(qū)[J];企業(yè)文化;2006年01期

5 孟X琰;張書(shū)亮;;有效溝通是績(jī)效管理成功的核心——“目標(biāo)+溝通”的模式淺論[J];中國(guó)電力教育;2006年S4期

6 周林洋;;績(jī)效考核與績(jī)效管理[J];中國(guó)石油和化工(企業(yè)版);2006年02期

7 朱琪媛;;績(jī)效管理實(shí)踐應(yīng)用簡(jiǎn)論[J];科技資訊;2006年19期

8 Alison Bolen;;提升績(jī)效管理七條最佳實(shí)踐[J];首席財(cái)務(wù)官;2007年08期

9 尚虎平;;讓績(jī)效管理球滾動(dòng)起來(lái)[J];人力資源;2007年15期

10 ;績(jī)效管理該激勵(lì)什么?[J];中國(guó)石油企業(yè);2007年08期

相關(guān)會(huì)議論文 前10條

1 李阿林;鄧伶;;試論企業(yè)績(jī)效管理的問(wèn)題與對(duì)策[A];煤炭經(jīng)濟(jì)管理新論（第9輯）——第十屆中國(guó)煤炭經(jīng)濟(jì)管理論壇暨2009年中國(guó)煤炭學(xué)會(huì)經(jīng)濟(jì)管理專業(yè)委員會(huì)年會(huì)論文集[C];2009年

2 王秀萍;;我省消毒供應(yīng)工作進(jìn)展與績(jī)效管理[A];河南省護(hù)理學(xué)會(huì)現(xiàn)代消毒供應(yīng)中心（室）建設(shè)與管理高級(jí)研修班暨學(xué)術(shù)會(huì)議資料匯編[C];2007年

3 盛靖芝;全笑蕾;;超越平衡計(jì)分卡的績(jī)效管理新框架——績(jī)效棱柱[A];中國(guó)會(huì)計(jì)學(xué)會(huì)高等工科院校分會(huì)2005年學(xué)術(shù)年會(huì)暨第十二屆年會(huì)論文集[C];2005年

4 李秀云;;優(yōu)質(zhì)護(hù)理績(jī)效管理研究與實(shí)踐[A];中國(guó)康復(fù)護(hù)理學(xué)術(shù)高峰論壇暨推進(jìn)優(yōu)質(zhì)護(hù)理服務(wù)研討會(huì)論文集[C];2012年

5 蘇敏;;路政績(jī)效管理的思考與探索[A];中國(guó)高速公路管理學(xué)術(shù)論文集（2009卷）[C];2009年

6 馮肖宏;;績(jī)效管理中存在的問(wèn)題及對(duì)策[A];國(guó)土資源職教改革與創(chuàng)新[C];2009年

7 劉偉元;樊瑞波;;走出績(jī)效管理的八大誤區(qū)[A];土木建筑學(xué)術(shù)文庫(kù)（第9卷）[C];2008年

8 郭艷娜;;淺談區(qū)級(jí)公共圖書(shū)館的績(jī)效管理——以倉(cāng)山區(qū)圖書(shū)館為例[A];福建省圖書(shū)館學(xué)會(huì)2009年學(xué)術(shù)年會(huì)論文集[C];2009年

9 李維俊;;推進(jìn)績(jī)效管理 增強(qiáng)企業(yè)核心能力[A];云南省煙草學(xué)會(huì)2003年學(xué)術(shù)年會(huì)優(yōu)秀論文集[C];2003年

10 王夏;;完善績(jī)效管理體系 促進(jìn)企業(yè)健康發(fā)展[A];第七屆中國(guó)煤炭經(jīng)濟(jì)管理論壇暨2006年中國(guó)煤炭學(xué)會(huì)經(jīng)濟(jì)管理專業(yè)委員會(huì)年會(huì)論文集[C];2006年

相關(guān)重要報(bào)紙文章 前10條

1 冰潔;績(jī)效管理幫助我們獲取競(jìng)爭(zhēng)優(yōu)勢(shì)[N];中國(guó)人事報(bào);2005年

2 本報(bào)記者 李微;績(jī)效管理：人力資源管理的核心[N];中國(guó)人事報(bào);2005年

3 王景文;績(jī)效管理 行之有效的管理手段[N];中國(guó)國(guó)門時(shí)報(bào);2003年

4 黃永木　林大東;完善績(jī)效管理 形成長(zhǎng)效機(jī)制[N];中國(guó)國(guó)門時(shí)報(bào);2005年

5 李仁靜;對(duì)構(gòu)建規(guī)范績(jī)效管理體系的再認(rèn)識(shí)[N];貴州政協(xié)報(bào);2005年

6 高孟麗;基層人行建立績(jī)效管理的幾點(diǎn)建議[N];黃岡日?qǐng)?bào);2005年

7 郭洪平;績(jī)效管理：無(wú)心插柳柳成蔭[N];檢察日?qǐng)?bào);2005年

8 方軍;績(jī)效管理，

本文編號(hào)：1361498