本文選題：湖南黃金集團(tuán)　切入點：績效管理　出處：《湖南大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：績效管理發(fā)展至今已經(jīng)形成了豐富的管理理論和管理工具,然而其理論離企業(yè)實際的需要仍有一定差距,其中包括如何將戰(zhàn)略導(dǎo)向的平衡計分卡工具與企業(yè)日常使用的衡量系統(tǒng)相結(jié)合,以及如何衡量和考核行政、人事、財務(wù)等職能線管理部門員工的績效。湖南黃金集團(tuán)總部(以下簡稱集團(tuán)總部)是湖南黃金集團(tuán)有限公司的管理中心,由于職能管理工作較難衡量,集團(tuán)總部一直未能建立起一套科學(xué)有效的績效管理體系。如何針對這類員工建立一套既體現(xiàn)戰(zhàn)略導(dǎo)向、又科學(xué)實用的績效管理體系對于理論研究和實際應(yīng)用都有較大價值。本方案將基于員工的崗位職責(zé),綜合運(yùn)用平衡計分卡法、KPI法等績效管理理論。本文首先全面分析了集團(tuán)總部績效管理的現(xiàn)狀,提出將被考核人的直接上級和直接上級的領(lǐng)導(dǎo)共同作為考核人;將平衡計分卡作為年度績效考核的主要方法,畫出黃金集團(tuán)的戰(zhàn)略地圖,構(gòu)建黃金集團(tuán)的平衡計分卡,并分解成集團(tuán)總部各部門的平衡計分卡;將KPI法作為月度績效考核的主要方法,將崗位職責(zé)作為設(shè)置考核指標(biāo)的主要依據(jù),將員工的重點工作和工作紀(jì)律作為考核內(nèi)容的有效補(bǔ)充,將加分項作為體現(xiàn)多勞多得的重要手段,將同類員工的績效放在一起相互比較作為解決部門人數(shù)過少的方法;然后編制了各部門的崗位說明書,從考核指標(biāo)、考核組織、考核流程、考核反饋、結(jié)果應(yīng)用等方面對績效管理體系進(jìn)行設(shè)計;最后從組織、培訓(xùn)、IT系統(tǒng)與薪酬體系四個方面設(shè)計績效管理體系實施的保障措施。本文設(shè)計的湖南黃金集團(tuán)總部績效管理體系在考核內(nèi)容上做到了長短結(jié)合、點面兼顧、約束性和激勵性并重,對職能線管理部門員工的績效管理起到一定的指導(dǎo)作用,對于平衡計分卡理論如何與企業(yè)日常經(jīng)營的績效衡量系統(tǒng)結(jié)合做出了有益的探索。
[Abstract]:The development of performance management has formed a rich management theory and management tools, but its theory is still far from the actual needs of enterprises. This includes how to combine the strategic-oriented balanced scorecard tool with the measurement system used by enterprises on a daily basis, as well as how to measure and assess administration and personnel, Hunan Gold Group headquarters (hereinafter referred to as Hunan Gold Group headquarters) is the management center of Hunan Gold Group Co., Ltd., because the function management work is difficult to measure, Group headquarters has not been able to establish a set of scientific and effective performance management system. A scientific and practical performance management system is of great value for both theoretical research and practical application. Comprehensive use of balanced scorecard method KPI method and other performance management theory. Firstly, this paper comprehensively analyzes the current situation of performance management in the headquarters of the group, and puts forward that the direct superior and the direct leader of the examiner should be taken as the examiner together; Taking the balanced scorecard as the main method of the annual performance appraisal, drawing the strategic map of the gold group, constructing the balanced scorecard of the gold group, and decomposing it into the balanced scorecard of each department of the headquarters of the group; The KPI method is regarded as the main method of monthly performance appraisal, the post responsibility is taken as the main basis for setting the assessment index, and the key work and work discipline of the staff are taken as the effective supplement of the assessment content. To add items as an important means to reflect more work and gain, to compare the performance of the same kind of staff together as a way to solve the problem of excessive number of departments, and then to compile the job descriptions of each department, from the evaluation index, to assess the organization, The performance management system is designed from the aspects of evaluation process, assessment feedback, application of results and so on. This paper designs the performance management system of Hunan Gold Group headquarters in terms of the performance management system. Both binding and incentive play a guiding role in the performance management of functional line management department and make a beneficial exploration on how to combine the balanced Scorecard theory with the performance measurement system of the daily operation of the enterprise.
【學(xué)位授予單位】：湖南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.92;F426.1

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本文編號：1628417