基于平衡計(jì)分卡的重鋼股份公司績(jī)效考核體系優(yōu)化研究
發(fā)布時(shí)間：2018-08-25 09:34
【摘要】：重鋼股份公司是重慶市最重要的鋼鐵企業(yè)之一,是一家國(guó)有股份制公司,目前已經(jīng)在A股上市。本文通過問卷調(diào)查,發(fā)現(xiàn)該公司原有績(jī)效考核體系存在以下問題:1)績(jī)效考核觀念尚未深入人心,還需要高中層管理者加強(qiáng)宣傳引導(dǎo)、學(xué)習(xí)培訓(xùn);2)績(jī)效考核的過程和結(jié)果與公司戰(zhàn)略實(shí)現(xiàn)之間的關(guān)聯(lián)性不強(qiáng);3)公司目前的績(jī)效考核辦法缺乏完善的體系,指標(biāo)較為凌亂,權(quán)重設(shè)計(jì)隨意,對(duì)員工業(yè)績(jī)的針對(duì)性不強(qiáng);4)績(jī)效考核評(píng)價(jià)環(huán)節(jié)沒有發(fā)揮激勵(lì)先進(jìn)、提高組織和個(gè)體工作績(jī)效的作用。針對(duì)問卷調(diào)查出現(xiàn)的問題,本文認(rèn)為該單位績(jī)效考核體系需要進(jìn)行相應(yīng)的重大改善,才能不斷激勵(lì)組織內(nèi)部的成員努力提高績(jī)效。因此本文研究的目標(biāo)在于為重鋼股份公司建立優(yōu)化的績(jī)效考核指標(biāo)體系。本文的主體結(jié)構(gòu)如下:第一章為緒論部分。第二章介紹了研究所采用的主要理論和方法。第三章介紹了重鋼股份公司績(jī)效考核現(xiàn)狀,通過問卷調(diào)查分析了考核存在的主要問題。第四章基于平衡計(jì)分卡理論,為整個(gè)組織建立一套的績(jī)效考核指標(biāo)體系。并以生產(chǎn)制造部門的中層管理者崗位為例,構(gòu)建起該崗位的績(jī)效指標(biāo)體系,利用層次分析法確定崗位指標(biāo)權(quán)重計(jì)算,采用360度績(jī)效考核法完成對(duì)該崗位績(jī)效的定量計(jì)算。第五章基于原績(jī)效考核體系存在的問題,給出了績(jī)效考核流程與結(jié)果運(yùn)用優(yōu)化。本文所做的改進(jìn)工作主要包括以下內(nèi)容:1)建立全新的指標(biāo)體系�；谄胶庥�(jì)分卡法,從財(cái)務(wù)、客戶、內(nèi)部流程、學(xué)習(xí)與成長(zhǎng)四個(gè)維度作為各級(jí)員工指標(biāo)體系的架構(gòu),分別通過指標(biāo)的量化、KPI的逐級(jí)細(xì)分來建立整個(gè)績(jī)效考核指標(biāo)體系,從而克服原指標(biāo)體系指標(biāo)過于單一的缺點(diǎn)。2)使用360度績(jī)效考核法來進(jìn)行績(jī)效考核數(shù)據(jù)的收集過程。3)完善了績(jī)效考核結(jié)果反饋環(huán)節(jié),加強(qiáng)了員工績(jī)效分析環(huán)節(jié),采用績(jī)效面談和績(jī)效改進(jìn)計(jì)劃等方法,有效幫助員工改善績(jī)效;4)改善了考核結(jié)果運(yùn)用環(huán)節(jié),對(duì)依據(jù)績(jī)效考核結(jié)果進(jìn)行了改進(jìn)的獎(jiǎng)酬計(jì)劃、崗位調(diào)整計(jì)劃、員工培訓(xùn)計(jì)劃,等等。
[Abstract]:As one of the most important iron and steel enterprises in Chongqing, Zhongshan Iron and Steel Co., Ltd. is a state-owned joint stock company, which is listed in A shares. Through the questionnaire survey, we find that there are the following problems in the original performance appraisal system of the company: 1) the concept of performance appraisal has not been deeply accepted by the people, and it also needs the high and middle managers to strengthen the propaganda and guidance. Learning and training 2) the correlation between the process and result of performance appraisal and the realization of company strategy is not strong. 3) the current performance appraisal method of the company lacks a perfect system, the index is relatively messy, and the weight design is random. (4) performance appraisal and evaluation did not play the role of encouraging the advanced and improving the performance of the organization and individual work. In view of the problems in the questionnaire, this paper argues that the performance appraisal system of the organization needs to be greatly improved in order to continuously motivate the members of the organization to strive to improve their performance. Therefore, the goal of this paper is to establish an optimized performance appraisal index system for Chongqing Iron and Steel Co., Ltd. The main structure of this paper is as follows: the first chapter is the introduction. The second chapter introduces the main theories and methods used in the research. Chapter three introduces the present situation of performance appraisal of Chongqing Iron and Steel Co., Ltd. Chapter 4, based on balanced scorecard theory, establishes a performance appraisal index system for the whole organization. Taking the middle-level manager position in the manufacturing department as an example, the performance index system of the position is constructed, the weight of the post index is calculated by AHP, and the quantitative calculation of the post performance is completed by the 360-degree performance appraisal method. In chapter 5, based on the existing problems of the original performance appraisal system, the performance appraisal process and the application optimization of the results are given. The improvement work in this paper includes the following contents: 1) establishing a new index system. Based on the balanced scorecard method, from the four dimensions of finance, customer, internal process, learning and growth, as the structure of employee index system at all levels, the whole performance appraisal index system is established by quantifying the index and subdividing the KPI step by step. In order to overcome the shortcoming that the original index system is too single, the author uses 360-degree performance appraisal method to collect the performance appraisal data. 3) improves the feedback link of the performance appraisal result, strengthens the staff performance analysis link. By using the methods of performance interview and performance improvement plan, this paper effectively helps employees to improve their performance. It improves the application of evaluation results, and improves the reward plan, post adjustment plan, employee training plan and so on according to the results of performance appraisal.
【學(xué)位授予單位】：重慶理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92;F426.31
本文編號(hào)：2202473
[Abstract]:As one of the most important iron and steel enterprises in Chongqing, Zhongshan Iron and Steel Co., Ltd. is a state-owned joint stock company, which is listed in A shares. Through the questionnaire survey, we find that there are the following problems in the original performance appraisal system of the company: 1) the concept of performance appraisal has not been deeply accepted by the people, and it also needs the high and middle managers to strengthen the propaganda and guidance. Learning and training 2) the correlation between the process and result of performance appraisal and the realization of company strategy is not strong. 3) the current performance appraisal method of the company lacks a perfect system, the index is relatively messy, and the weight design is random. (4) performance appraisal and evaluation did not play the role of encouraging the advanced and improving the performance of the organization and individual work. In view of the problems in the questionnaire, this paper argues that the performance appraisal system of the organization needs to be greatly improved in order to continuously motivate the members of the organization to strive to improve their performance. Therefore, the goal of this paper is to establish an optimized performance appraisal index system for Chongqing Iron and Steel Co., Ltd. The main structure of this paper is as follows: the first chapter is the introduction. The second chapter introduces the main theories and methods used in the research. Chapter three introduces the present situation of performance appraisal of Chongqing Iron and Steel Co., Ltd. Chapter 4, based on balanced scorecard theory, establishes a performance appraisal index system for the whole organization. Taking the middle-level manager position in the manufacturing department as an example, the performance index system of the position is constructed, the weight of the post index is calculated by AHP, and the quantitative calculation of the post performance is completed by the 360-degree performance appraisal method. In chapter 5, based on the existing problems of the original performance appraisal system, the performance appraisal process and the application optimization of the results are given. The improvement work in this paper includes the following contents: 1) establishing a new index system. Based on the balanced scorecard method, from the four dimensions of finance, customer, internal process, learning and growth, as the structure of employee index system at all levels, the whole performance appraisal index system is established by quantifying the index and subdividing the KPI step by step. In order to overcome the shortcoming that the original index system is too single, the author uses 360-degree performance appraisal method to collect the performance appraisal data. 3) improves the feedback link of the performance appraisal result, strengthens the staff performance analysis link. By using the methods of performance interview and performance improvement plan, this paper effectively helps employees to improve their performance. It improves the application of evaluation results, and improves the reward plan, post adjustment plan, employee training plan and so on according to the results of performance appraisal.
【學(xué)位授予單位】：重慶理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92;F426.31
【參考文獻(xiàn)】
相關(guān)期刊論文 前1條
1 趙君;廖建橋;文鵬;;績(jī)效考核目的的維度與影響效果[J];中南財(cái)經(jīng)政法大學(xué)學(xué)報(bào);2013年01期
，本文編號(hào)：2202473
本文鏈接：http://sikaile.net/qiyeguanlilunwen/2202473.html
最近更新
教材專著
