【摘要】：中層管理人員是企業(yè)的核心人力資源,這一特殊群體的績效潛能的發(fā)揮直接影響著企業(yè)目標的實現(xiàn),建立有效的績效考核體系是中層管理人員不斷提升和達成目標的重要保障,但在實踐過程中,對管理人員建立并實施有效的績效考核體系卻不是一個簡單的事情,反之,有時帶來更多的批評和指責,研究中層管理人員的績效考核有著重要的現(xiàn)實意義。本文以優(yōu)化完善中層管理人員的績效考核體系為視角,以歡礦公司中層管理人員績效考核現(xiàn)狀為切入點,結(jié)合問卷調(diào)查,深入分析了問題形成的原因和產(chǎn)生的實踐誤區(qū),并著重對體系的缺陷和指標權(quán)重賦值不合理進行剖析、研究和探討。首先,闡述了績效考核的相關(guān)理論和內(nèi)容,為課題研究奠定堅實理論基礎(chǔ)。其次,從歡礦公司中層管理人員績效考核體系運行流程入手,以問卷調(diào)查數(shù)據(jù)做實證支撐,找出了考核體系中存在的主要問題,概括總結(jié)主要以下幾點:考核目的不清,體系不完善,環(huán)節(jié)缺失,指標內(nèi)容傳統(tǒng)死板,權(quán)重確定不科學。針對存在的問題,進行了反思,分析了存在的原因。再次,根據(jù)分析結(jié)果,從培訓理念提升、關(guān)鍵績效指標豐富設(shè)計指標內(nèi)容、強化溝通等多角度提出了針對性建議和設(shè)計,特別是以層次分析法為模型對權(quán)重進行賦值確定探討,使得體系更量化。最后,對體系實施進行可行性分析,并提出保障措施,確保體系能夠有效運行。
[Abstract]:Middle managers are the core human resources of enterprises, the performance potential of this special group directly affects the realization of enterprise goals, the establishment of an effective performance appraisal system is an important guarantee for middle managers to continuously improve and achieve the goals, but in the process of practice, it is not a simple thing to establish and implement an effective performance appraisal system for managers, on the contrary, sometimes bring more criticism and criticism. It is of great practical significance to study the performance appraisal of middle managers. From the perspective of optimizing and perfecting the performance appraisal system of middle managers, taking the present situation of performance appraisal of middle managers of Huan Mining Company as the starting point, combined with the questionnaire survey, this paper deeply analyzes the causes of the problems and the practical misunderstandings, and focuses on the analysis, research and discussion of the defects of the system and the unreasonable assignment of index weights. First of all, it expounds the related theory and content of performance appraisal, which lays a solid theoretical foundation for the research. Secondly, starting with the operation process of the middle management performance appraisal system of Huan Mining Company, this paper takes the questionnaire survey data as the empirical support, finds out the main problems existing in the assessment system, and summarizes the following main points: the purpose of the assessment is not clear, the system is not perfect, the link is missing, the index content is traditional rigid, and the weight determination is not scientific. In view of the existing problems, this paper reflects on the existing problems and analyzes the reasons for them. Thirdly, according to the analysis results, from the training concept promotion, the key performance indicators enrich the design index content, strengthen the communication and other aspects of the targeted suggestions and design, especially the analytic hierarchy process (AHP) model to determine the weight to determine, so that the system is more quantitative. Finally, the feasibility of the implementation of the system is analyzed, and the safeguard measures are put forward to ensure the effective operation of the system.
【學位授予單位】：燕山大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F272.92;F426.1

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