S公司員工績效考核策略研究
發(fā)布時間：2018-10-29 22:10
【摘要】：由于受到進口低價煤和國家推行清潔能源政策的沖擊,國內(nèi)的煤炭行業(yè)利潤普遍下滑,這也暴露出了S公司的管理問題,過去粗放式的管理模式已經(jīng)不能適應企業(yè)未來的發(fā)展�？冃Ч芾硎瞧髽I(yè)管理的重要組成部分,績效管理即是生產(chǎn)力的管理。建立完整有效的績效考核體系有助于提高職工的工作績效,為企業(yè)決策提供依據(jù),有助于營造一個公平和諧的工作氛圍,這樣才能提高職工的生產(chǎn)力水平,從而提高企業(yè)競爭力。然而目前S公司的績效考核制度存在諸多不足,由于制度設計缺陷和實施力度不強,導致員工不愿意配合績效考核,而且考核的結(jié)果也沒有得到良好的運用。所以建立一個切實有效的績效考核制度,是S公司目前關(guān)乎發(fā)展的重要問題。本文從S公司現(xiàn)有的績效考核制度入手,參考了國內(nèi)外優(yōu)秀學者和企業(yè)家的管理理念,展開對S公司績效考核方式的修訂工作。通過對員工績效考核滿意度調(diào)查和S公司現(xiàn)狀的分析,綜合運用360度測評法和關(guān)鍵指標管理法,將公司的戰(zhàn)略目標分解到各個崗位的績效目標,設計了一套適應S公司現(xiàn)狀的績效考核流程,增加了績效考核的溝通機制和績效兌現(xiàn)機制,填補了過去績效考核中缺失的關(guān)鍵環(huán)節(jié),為企業(yè)未來實現(xiàn)經(jīng)營目標奠定了基礎�？冃Э己酥贫炔⒉皇且淮纬尚偷墓ぷ�,而是要根據(jù)企業(yè)內(nèi)部外部兩方面環(huán)境變化而不斷調(diào)整,從而構(gòu)建一個完整動態(tài)的閉環(huán)流程�？傮w而言,績效制度要跟得上變化,在探索未來的績效考核制度上任重而道遠。
[Abstract]:Because of the impact of cheap imported coal and clean energy policy, domestic coal industry profits generally decline, which also exposed the S company's management problems, the past extensive management model can no longer adapt to the future development of enterprises. Performance management is an important part of enterprise management, and performance management is the management of productivity. The establishment of a complete and effective performance appraisal system will help to improve the work performance of the employees, provide the basis for the enterprise decision-making, and help to create a fair and harmonious working atmosphere, so as to improve the productivity level of the staff and workers. In order to improve the competitiveness of enterprises. However, there are many shortcomings in the performance appraisal system of S Company. Because of the defect of the system design and the weak implementation, the employees are unwilling to cooperate with the performance appraisal, and the results of the appraisal are not applied well. Therefore, the establishment of a practical and effective performance appraisal system is an important issue related to the development of S Company. This paper starts with the existing performance appraisal system of S Company, referring to the management ideas of outstanding scholars and entrepreneurs at home and abroad, and carries out the work of revising the performance appraisal method of S Company. Through the investigation of employee performance appraisal satisfaction and the analysis of the current situation of S Company, the strategic objectives of the company are decomposed into the performance objectives of each position by using the 360 degree evaluation method and the key index management method. This paper designs a set of performance appraisal process which adapts to the current situation of S company, increases the communication mechanism and performance realization mechanism of performance appraisal, fills the missing key link in the past performance appraisal, and lays a foundation for the future realization of business objectives. The performance appraisal system is not a formative work, but should be adjusted constantly according to the internal and external environment changes, so as to construct a complete dynamic closed-loop process. In general, the performance system should keep up with the changes and have a long way to go in exploring the future performance appraisal system.
【學位授予單位】：首都經(jīng)濟貿(mào)易大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F272.92;F426.4
本文編號：2298971
[Abstract]:Because of the impact of cheap imported coal and clean energy policy, domestic coal industry profits generally decline, which also exposed the S company's management problems, the past extensive management model can no longer adapt to the future development of enterprises. Performance management is an important part of enterprise management, and performance management is the management of productivity. The establishment of a complete and effective performance appraisal system will help to improve the work performance of the employees, provide the basis for the enterprise decision-making, and help to create a fair and harmonious working atmosphere, so as to improve the productivity level of the staff and workers. In order to improve the competitiveness of enterprises. However, there are many shortcomings in the performance appraisal system of S Company. Because of the defect of the system design and the weak implementation, the employees are unwilling to cooperate with the performance appraisal, and the results of the appraisal are not applied well. Therefore, the establishment of a practical and effective performance appraisal system is an important issue related to the development of S Company. This paper starts with the existing performance appraisal system of S Company, referring to the management ideas of outstanding scholars and entrepreneurs at home and abroad, and carries out the work of revising the performance appraisal method of S Company. Through the investigation of employee performance appraisal satisfaction and the analysis of the current situation of S Company, the strategic objectives of the company are decomposed into the performance objectives of each position by using the 360 degree evaluation method and the key index management method. This paper designs a set of performance appraisal process which adapts to the current situation of S company, increases the communication mechanism and performance realization mechanism of performance appraisal, fills the missing key link in the past performance appraisal, and lays a foundation for the future realization of business objectives. The performance appraisal system is not a formative work, but should be adjusted constantly according to the internal and external environment changes, so as to construct a complete dynamic closed-loop process. In general, the performance system should keep up with the changes and have a long way to go in exploring the future performance appraisal system.
【學位授予單位】：首都經(jīng)濟貿(mào)易大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F272.92;F426.4
【參考文獻】
相關(guān)期刊論文 前2條
1 林新江;;淺析如何在國有企業(yè)建立科學的績效管理[J];市場周刊(理論研究);2009年07期
2 熊蘋;;中小企業(yè)績效管理現(xiàn)狀及對策[J];商業(yè)時代;2006年07期
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