本文選題：山東SE電建公司　切入點：績效考核　出處：《山東財經大學》2015年碩士論文

【摘要】：國際經濟社會的不斷發(fā)展促使企業(yè)不斷提高對績效考核方面重視,不斷加大對績效考核方面的投入,帶來了企業(yè)績效考核體系方面的革新,之前沒有建立績效考核制度的企業(yè)逐漸建立該項制度,其他已經建立績效考核制度的企業(yè)也在不斷細化和完善該項制度,績效考核制度也逐漸真正成為人力資源管理的重要內容。然而,正確、科學、合理地衡量企業(yè)員工的工作表現以及對企業(yè)所做貢獻的多少,在此基礎上采用科學的獎罰措施以調動員工的工作積極性,最大限度開發(fā)員工自身潛力,對實現企業(yè)的戰(zhàn)略目標,促進企業(yè)長遠發(fā)展至關重要。國有企業(yè)作為中國經濟的一大支柱,盡管通過這些年的改革,總體上已經同市場經濟相融合,但是,國有企業(yè)在自身發(fā)展的過程中仍面臨許多亟待解決的問題,其中,企業(yè)效率不高、效益不盡人意的問題十分突出,進一步深化國有企業(yè)改革勢在必行。要解決當下國有企業(yè)運作效率不高、經濟效益不盡人意的問題,除了革新國有企業(yè)的基礎運行模式外,從實質上變革國有企業(yè)企業(yè)管理的具體內容更為重要,建立一套現代科學管理模式勢在必行,而這套管理模式必須以符合市場經濟運行規(guī)律為前提。本文旨在通過分析國有電力施工企業(yè)現代人力資源管理中績效考核的問題現狀,結合山東SE電建公司人力資源優(yōu)化的實例,探討如何優(yōu)化國有電力施工企業(yè)的績效考核,提高企業(yè)運行效率和經濟效益,從而提升企業(yè)競爭力。本文主要分為五個部分,第一部分對績效、績效管理和績效考核概念進行辨析,提出績效考核體系的運轉過程,具體詳細地分析績效考核的作用、原則、內容和方法,為后文闡述山東SE電建公司績效考核體系存在的問題及解決方案打下基礎。第二部分具體分析山東SE電建公司員工績效考核體系的現狀,找出現有績效考核體系中存在的問題,包括考核指標缺乏針對性、考核周期太長、績效考核結果未及時反饋三大問題。第三部分針對山東SE電建公司員工績效考核體系的現狀以及存在的問題,分析山東SE電建公司員工績效考核體系重構的基礎,并在此基礎上嘗試對績效考核體系進行重構設計。第四部分分析指出實施重構后的員工績效考核制度以及在實施中注意的問題。重構后的制度從實施前的培訓開始,中間對實施過程的控制,到最后建立績效考核信息系統(tǒng),形成了一個閉環(huán)管理的考核制度。第五部分得出結論。
[Abstract]:With the development of international economy and society, enterprises pay more attention to performance appraisal, increase their investment in performance appraisal, and bring about the innovation of performance appraisal system. Enterprises that have not established a performance appraisal system have gradually established the system, and other enterprises that have established a performance appraisal system are also constantly refining and improving the system. Performance appraisal system has gradually become an important part of human resource management. However, it is correct, scientific and reasonable to measure the performance of employees and how much they contribute to the enterprise. On this basis, scientific reward and punishment measures are adopted in order to mobilize the enthusiasm of the staff, to maximize the development of their own potential, and to achieve the strategic objectives of the enterprise. It is essential to promote the long-term development of enterprises. As a pillar of China's economy, state-owned enterprises have been integrated with the market economy in general through the reform of these years, but, In the process of their own development, state-owned enterprises still face many problems that need to be solved urgently. Among them, the problems of low efficiency and unsatisfactory efficiency of enterprises are very prominent. It is imperative to further deepen the reform of state-owned enterprises. In order to solve the problems of inefficient operation and unsatisfactory economic benefits of state-owned enterprises, in addition to innovating the basic operating mode of state-owned enterprises, In essence, it is more important to change the concrete contents of the management of state-owned enterprises, so it is imperative to establish a set of modern scientific management mode. This management model must be in accordance with the law of market economy. The purpose of this paper is to analyze the current situation of performance appraisal in modern human resource management of state-owned electric power construction enterprises. This paper discusses how to optimize the performance evaluation of state-owned electric power construction enterprises, improve the operation efficiency and economic efficiency of the enterprises, and thus enhance the competitiveness of the enterprises. This paper is mainly divided into five parts. The first part analyzes the concept of performance, performance management and performance appraisal, puts forward the operating process of performance appraisal system, and analyzes the function, principle, content and method of performance appraisal in detail. The second part analyzes the current situation of the performance appraisal system of Shandong SE Electric Power Construction Company, and finds out the existing problems in the performance appraisal system. The third part aims at the current situation and existing problems of the performance appraisal system of Shandong SE Electric Power Construction Company, including the lack of pertinence of the assessment index, the long period of the appraisal, and the failure of feedback on the results of the performance appraisal in time. This paper analyzes the basis of reconstructing the employee performance appraisal system of Shandong SE Electric Power Construction Company. On the basis of this, it tries to design the performance appraisal system. The fourth part points out the staff performance appraisal system after implementation and the problems that should be paid attention to in the implementation. The reconstructed system starts from the training before implementation. In the end, the performance appraisal information system is established and a closed-loop management evaluation system is formed. The fifth part draws a conclusion.
【學位授予單位】：山東財經大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F272.92;F426.61

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本文編號：1673767