SDHA公司中層管理人員績效考核指標(biāo)體系構(gòu)建與應(yīng)用研究
發(fā)布時(shí)間：2019-04-13 12:43
【摘要】：績效考核是績效管理的關(guān)鍵環(huán)節(jié),是人力資源管理的核心問題之一。通過科學(xué)考評(píng)方法,對照績效標(biāo)準(zhǔn)和工作目標(biāo),評(píng)定員工工作職責(zé)完成情況,并將結(jié)果進(jìn)行反饋和溝通,能夠促使員工全面認(rèn)識(shí)自身績效,從而改進(jìn)工作,促進(jìn)個(gè)人職業(yè)發(fā)展,發(fā)揮工作積極性和主動(dòng)性,保證企業(yè)內(nèi)部管理機(jī)制的有序運(yùn)轉(zhuǎn)。中層管理人員是企業(yè)的中堅(jiān)力量,是企業(yè)寶貴的人才資源,在企業(yè)管理中承擔(dān)著承上啟下、承前啟后、承點(diǎn)起面的重要角色。因此建立中層管理人員績效考核指標(biāo)體系是戰(zhàn)略性人力資源管理的需要,對于完成戰(zhàn)略目標(biāo)和任務(wù)變得越來越重要。為了構(gòu)建適合SDHA公司中層管理人員績效考核指標(biāo)體系(以下簡稱指標(biāo)體系),并將指標(biāo)體系應(yīng)用到中層管理人員的績效考核中,為實(shí)現(xiàn)組織戰(zhàn)略目標(biāo)服務(wù),本文從研究與績效指標(biāo)構(gòu)建相關(guān)的基本理論著手,分清績效和績效考核的真正含義,為構(gòu)建指標(biāo)體系奠定基礎(chǔ)。接著對國內(nèi)外指標(biāo)體系研究現(xiàn)狀和SDHA公司中層管理人員指標(biāo)體系現(xiàn)狀進(jìn)行分析,指出了SDHA公司在中層管理人員指標(biāo)體系構(gòu)建方面存在的問題和不足,從而提出了構(gòu)建SDHA公司中層管理人員指標(biāo)體系的目標(biāo)、原則和方法。然后綜合運(yùn)用各種績效考核方法和原理以及專家評(píng)定法、層次分析法,對SDHA公司中層管理人員指標(biāo)體系進(jìn)行構(gòu)建,并對指標(biāo)體系如何應(yīng)用進(jìn)行研究和探討。該指標(biāo)體系經(jīng)過公司中層管理人員績效考核實(shí)施,證明是可行的,值得在公司推廣和應(yīng)用。在構(gòu)建中層管理人員指標(biāo)體系過程中,本研究用層次分析法作為主要工具貫穿其中,將考核指標(biāo)分級(jí)分層,通過專家評(píng)定構(gòu)建判斷矩陣,確定各層次指標(biāo)權(quán)重。在指標(biāo)考核周期確定方面,去除了單一考核周期的不合理性,采用績效計(jì)算公式加權(quán)匯總,使指標(biāo)得分與權(quán)重相一致性,從而計(jì)算出中層管理人員不同時(shí)期的績效,應(yīng)用到公司各種人力資源活動(dòng)中,發(fā)揮績效考核體系的激勵(lì)作用,最終為中層管理人員實(shí)現(xiàn)組織戰(zhàn)略目標(biāo)服務(wù)。
[Abstract]:Performance appraisal is the key link of performance management and one of the core issues of human resources management. Through the scientific evaluation method, according to the performance standard and the work goal, the employee's job responsibility accomplishment is assessed, and the results are feedback and communicated, which can promote the employees' comprehensive understanding of their own performance, thereby improving their work and promoting their personal career development. Give full play to the enthusiasm and initiative of the work to ensure the orderly operation of the internal management mechanism of the enterprise. Middle-level managers are the backbone of the enterprise and the valuable talent resources of the enterprise. They play an important role in the management of the enterprise, such as connecting the above with the next, connecting the past with the future, and carrying on the important role at the beginning of the enterprise. Therefore, it is the need of strategic human resource management to establish the performance appraisal index system of middle-level managers, and it is more and more important to accomplish the strategic goals and tasks. In order to construct the performance appraisal index system (hereinafter referred to as the index system) suitable for middle-level managers of SDHA Company, and apply the index system to the performance appraisal of middle-level managers, serve for the realization of the organizational strategic objectives. This paper studies the basic theory related to the construction of performance indicators, distinguishes the true meaning of performance and performance appraisal, and lays the foundation for the construction of index system. Then it analyzes the current situation of index system research at home and abroad and the middle management index system of SDHA Company, and points out the problems and shortcomings in the construction of middle-level management index system in SDHA Company. Thus, this paper puts forward the goal, principle and method of constructing the index system of middle-level managers in SDHA Company. Then, using various methods and principles of performance appraisal, expert evaluation and analytic hierarchy process (AHP), this paper constructs the index system of middle-level managers in SDHA Company, and studies and discusses how to apply the index system. The index system is proved to be feasible and worthy to be promoted and applied in the company through the implementation of the performance appraisal of middle-level managers in the company. In the process of constructing the index system of middle-level managers, the analytic hierarchy process (AHP) is used as the main tool through which the assessment index is graded and layered, and the judgment matrix is constructed through the evaluation of experts to determine the weights of the indexes at each level. In the aspect of determining the index evaluation cycle, the irrationality of a single evaluation cycle is removed, and the weighted summary of performance calculation formula is used to make the index score and weight consistent, thus the performance of middle-level managers in different periods is calculated, and the performance of middle-level managers in different periods is calculated. It is applied to all kinds of human resources activities of the company, and plays an incentive role of performance appraisal system, and finally serves for middle managers to achieve the strategic goals of the organization.
【學(xué)位授予單位】：山東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92;F426.7
本文編號(hào)：2457572
[Abstract]:Performance appraisal is the key link of performance management and one of the core issues of human resources management. Through the scientific evaluation method, according to the performance standard and the work goal, the employee's job responsibility accomplishment is assessed, and the results are feedback and communicated, which can promote the employees' comprehensive understanding of their own performance, thereby improving their work and promoting their personal career development. Give full play to the enthusiasm and initiative of the work to ensure the orderly operation of the internal management mechanism of the enterprise. Middle-level managers are the backbone of the enterprise and the valuable talent resources of the enterprise. They play an important role in the management of the enterprise, such as connecting the above with the next, connecting the past with the future, and carrying on the important role at the beginning of the enterprise. Therefore, it is the need of strategic human resource management to establish the performance appraisal index system of middle-level managers, and it is more and more important to accomplish the strategic goals and tasks. In order to construct the performance appraisal index system (hereinafter referred to as the index system) suitable for middle-level managers of SDHA Company, and apply the index system to the performance appraisal of middle-level managers, serve for the realization of the organizational strategic objectives. This paper studies the basic theory related to the construction of performance indicators, distinguishes the true meaning of performance and performance appraisal, and lays the foundation for the construction of index system. Then it analyzes the current situation of index system research at home and abroad and the middle management index system of SDHA Company, and points out the problems and shortcomings in the construction of middle-level management index system in SDHA Company. Thus, this paper puts forward the goal, principle and method of constructing the index system of middle-level managers in SDHA Company. Then, using various methods and principles of performance appraisal, expert evaluation and analytic hierarchy process (AHP), this paper constructs the index system of middle-level managers in SDHA Company, and studies and discusses how to apply the index system. The index system is proved to be feasible and worthy to be promoted and applied in the company through the implementation of the performance appraisal of middle-level managers in the company. In the process of constructing the index system of middle-level managers, the analytic hierarchy process (AHP) is used as the main tool through which the assessment index is graded and layered, and the judgment matrix is constructed through the evaluation of experts to determine the weights of the indexes at each level. In the aspect of determining the index evaluation cycle, the irrationality of a single evaluation cycle is removed, and the weighted summary of performance calculation formula is used to make the index score and weight consistent, thus the performance of middle-level managers in different periods is calculated, and the performance of middle-level managers in different periods is calculated. It is applied to all kinds of human resources activities of the company, and plays an incentive role of performance appraisal system, and finally serves for middle managers to achieve the strategic goals of the organization.
【學(xué)位授予單位】：山東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92;F426.7
【參考文獻(xiàn)】
相關(guān)期刊論文 前1條
1 魯茜;;基于KPI的中小企業(yè)績效管理體系分析研究[J];中國商貿(mào);2011年05期
，本文編號(hào)：2457572
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