創(chuàng)和新能源公司職能部門績效考核改進(jìn)研究
發(fā)布時(shí)間：2018-10-25 19:25
【摘要】：隨著社會的發(fā)展以及企業(yè)的不斷規(guī)范化,績效管理在很多企業(yè)中作為一種激勵(lì)體制的基礎(chǔ)和人力資源管理的著力點(diǎn)。對于企業(yè)中職能部門的績效評估是績效體系中的一項(xiàng)重要組成,也成為許多企業(yè)績效管理工作中的一大難點(diǎn)。很多企業(yè)職能部門績效考核往往流于形式,不能對企業(yè)的組織目標(biāo)進(jìn)行有效支撐。然而隨著職能部門在公司戰(zhàn)略地位中扮演著越來越重要的作用,職能部門的績效結(jié)果也對公司戰(zhàn)略目標(biāo)的實(shí)現(xiàn)影響越來越大,許多公司急切需求一種與本企業(yè)戰(zhàn)略目標(biāo)相結(jié)合的有效的職能部門績效考核方法。本文以關(guān)鍵業(yè)績指標(biāo)績效管理理論、目標(biāo)績效管理績效理論及平衡計(jì)分卡績效管理理論為指導(dǎo)。在綜合國內(nèi)外績效管理研究成果的基礎(chǔ)上,分析了創(chuàng)和新能源公司職能部門績效管理現(xiàn)狀。公司現(xiàn)有的績效管理存在以下問題:考評內(nèi)容未對戰(zhàn)略形成支撐,管理職能與考評內(nèi)容不匹配,考核容易受主觀隨意性的影響,績效指標(biāo)制定不科學(xué)及績效輔導(dǎo)環(huán)節(jié)缺失。主要原因在于:績效指標(biāo)體系建立的不科學(xué)性,管理職能錯(cuò)位,績效組織工作混亂,績效管理理念存在偏差,認(rèn)識不到位。針對目前職能部門績效管理所存在的問題及產(chǎn)生的原因,論文以目標(biāo)管理法(MBO)確定組織戰(zhàn)略目標(biāo),用平衡記分卡(BSC)的思想從財(cái)務(wù)、顧客、內(nèi)部流程和學(xué)習(xí)與成長四個(gè)方面將組織戰(zhàn)略目標(biāo)進(jìn)行分解,用關(guān)鍵績效指標(biāo)法(KPI)找出以上四個(gè)方面成功的關(guān)鍵領(lǐng)域,再層層分解出組織、部門和職位/個(gè)人實(shí)現(xiàn)組織目標(biāo)的關(guān)鍵成功因素及關(guān)鍵績效指標(biāo)。通過對創(chuàng)和公司職能部門績效考核的改進(jìn),希望可以為職能部門績效考核實(shí)踐提供一些思路。
[Abstract]:With the development of society and the standardization of enterprises, performance management is the foundation of incentive system and the focus of human resource management in many enterprises. Performance evaluation of functional departments in enterprises is an important component of the performance system, but also become a major difficulty in many enterprises performance management. A lot of enterprise function department performance appraisal often is just a formality, cannot carry on the effective support to the enterprise organization goal. However, with the function department playing a more and more important role in the strategic position of the company, the performance results of the functional department also have more and more influence on the realization of the strategic goal of the company. Many companies urgently need an effective functional performance appraisal method combined with their strategic objectives. This paper is guided by the performance management theory of key performance indicators, the performance theory of target performance management and the performance management theory of balanced scorecard. Based on the research results of performance management at home and abroad, this paper analyzes the current situation of performance management in the functional department of Chuanghe New Energy Company. The existing performance management of the company has the following problems: the evaluation content has not formed the support to the strategy, the management function and the appraisal content does not match, the appraisal is vulnerable to the subjective random influence, the performance index formulation is not scientific and the performance guidance link is missing. The main reasons are: the establishment of the performance index system is not scientific, the management function is misplaced, the performance organization work is confused, the performance management concept exists deviation, the understanding is not in place. Aiming at the problems existing in the performance management of functional departments and their causes, the paper uses the objective management method (MBO) to determine the strategic objectives of the organization, and uses the idea of balanced Scorecard (BSC) from the perspective of finance, customers, etc. The four aspects of internal process and learning and growth decompose the strategic objectives of the organization, using the key performance index method (KPI) to find out the key areas of success in the above four areas, and then decompose the organization layer by layer. Key success factors and key performance indicators for departments and positions / individuals to achieve organizational goals. By improving the performance appraisal of Chuanghe's functional department, the author hopes to provide some ideas for the practice of functional department's performance appraisal.
【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;F426.61
本文編號：2294603
[Abstract]:With the development of society and the standardization of enterprises, performance management is the foundation of incentive system and the focus of human resource management in many enterprises. Performance evaluation of functional departments in enterprises is an important component of the performance system, but also become a major difficulty in many enterprises performance management. A lot of enterprise function department performance appraisal often is just a formality, cannot carry on the effective support to the enterprise organization goal. However, with the function department playing a more and more important role in the strategic position of the company, the performance results of the functional department also have more and more influence on the realization of the strategic goal of the company. Many companies urgently need an effective functional performance appraisal method combined with their strategic objectives. This paper is guided by the performance management theory of key performance indicators, the performance theory of target performance management and the performance management theory of balanced scorecard. Based on the research results of performance management at home and abroad, this paper analyzes the current situation of performance management in the functional department of Chuanghe New Energy Company. The existing performance management of the company has the following problems: the evaluation content has not formed the support to the strategy, the management function and the appraisal content does not match, the appraisal is vulnerable to the subjective random influence, the performance index formulation is not scientific and the performance guidance link is missing. The main reasons are: the establishment of the performance index system is not scientific, the management function is misplaced, the performance organization work is confused, the performance management concept exists deviation, the understanding is not in place. Aiming at the problems existing in the performance management of functional departments and their causes, the paper uses the objective management method (MBO) to determine the strategic objectives of the organization, and uses the idea of balanced Scorecard (BSC) from the perspective of finance, customers, etc. The four aspects of internal process and learning and growth decompose the strategic objectives of the organization, using the key performance index method (KPI) to find out the key areas of success in the above four areas, and then decompose the organization layer by layer. Key success factors and key performance indicators for departments and positions / individuals to achieve organizational goals. By improving the performance appraisal of Chuanghe's functional department, the author hopes to provide some ideas for the practice of functional department's performance appraisal.
【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;F426.61
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