本文選題：績(jī)效考核 + 基層員工�。� 參考：《內(nèi)蒙古大學(xué)》2017年碩士論文

【摘要】：隨著RX計(jì)算機(jī)公司規(guī)模的不斷擴(kuò)大,科學(xué)合理的績(jī)效考核體系尤為重要。本文以雙因素理論、公平理論、期望理論為基礎(chǔ),采用問卷調(diào)查法、案例分析法、訪談法等方法,對(duì)該公司基層員工的績(jī)效考核體系進(jìn)行了研究。當(dāng)前公司已經(jīng)初步構(gòu)建了一套基層員工績(jī)效考核體系,對(duì)激勵(lì)起到了一定的作用。但是依然存在以下問題:一是績(jī)效考核體系指標(biāo)設(shè)計(jì)不合理,未從不同崗位的工作特殊性出發(fā),難以衡量實(shí)際付出,造成崗位間績(jī)效獎(jiǎng)金分配的不公平;二是績(jī)效考核結(jié)果主要運(yùn)用于績(jī)效獎(jiǎng)金上,忽視了其他激勵(lì)因素的運(yùn)用;三是績(jī)效考核主體僅限于上級(jí)。考核主體的單一性很難對(duì)基層員工的實(shí)際績(jī)效作出全面準(zhǔn)確的評(píng)價(jià),導(dǎo)致基層員工期望難以實(shí)現(xiàn);四是基層員工績(jī)效獎(jiǎng)金發(fā)放周期不合理。針對(duì)這些問題,本論文參考了同行業(yè)內(nèi)相似企業(yè)的績(jī)效考核方法,基于RX計(jì)算機(jī)公司崗位人員特征,采用了 KPI及360度相結(jié)合的績(jī)效考核法,對(duì)其績(jī)效考核體系在四個(gè)方面進(jìn)行了優(yōu)化。一是按崗位設(shè)定考核指標(biāo)及其權(quán)重,減少由于考核指標(biāo)的不合理而帶來的績(jī)效獎(jiǎng)金上的分配不公平感;二是進(jìn)一步豐富績(jī)效考核結(jié)果的運(yùn)用方式,把基層員工的晉升、進(jìn)修、帶薪休假等納入考核體系內(nèi);三是根據(jù)崗位建立多元考核主體,并按考核主體對(duì)被考核者的工作熟悉程度及自身具備的考核技能設(shè)定不同的權(quán)重;四是建立靈活的績(jī)效獎(jiǎng)金發(fā)放周期制度。
[Abstract]:With the continuous expansion of the scale of RX computer Company, scientific and reasonable performance appraisal system is particularly important.Based on the two-factor theory, fairness theory and expectation theory, this paper studies the performance appraisal system of the grass-roots employees of the company by means of questionnaire, case analysis, interview and so on.At present, the company has initially constructed a set of grass-roots employee performance appraisal system, which has played a role in incentive.However, there are still the following problems: first, the design of performance appraisal system indicators is unreasonable, not based on the particularity of different jobs, it is difficult to measure the actual pay, resulting in the unfair distribution of performance bonuses between posts;Second, the results of performance appraisal are mainly applied to the performance bonus, ignoring the use of other incentive factors; third, the main body of performance appraisal is limited to the superior.It is very difficult to make a comprehensive and accurate evaluation of the actual performance of grass-roots employees because of the singularity of the subject, which leads to the difficulty of realizing the expectations of grass-roots employees. Fourthly, the cycle of performance bonus payment for grass-roots employees is unreasonable.In view of these problems, this paper refers to the performance appraisal methods of similar enterprises in the same industry. Based on the post personnel characteristics of RX computer Company, the performance appraisal method combining KPI and 360-degree is adopted.The performance appraisal system is optimized in four aspects.One is to set the assessment index and its weight according to the post, to reduce the unfair distribution of the performance bonus caused by the unreasonable appraisal index; the other is to further enrich the application of the results of the performance appraisal so as to promote and study the grass-roots employees.The third is to establish multiple subject according to the post, and set up different weight according to the subject's degree of familiarity with the work and the skill of examination.Fourth, the establishment of flexible performance bonus payment cycle system.
【學(xué)位授予單位】：內(nèi)蒙古大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F49

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