伊川电力集团中层管理人员绩效考核体系优化研究

发布时间：2018-02-11 17:55

本文关键词： 绩效考核体系中层管理人员平衡计分卡　出处：《新疆大学》2017年硕士论文　论文类型：学位论文

【摘要】：绩效考核作为人力资源管理的重要手段,在企业培育核心竞争力方面起着至关重要的作用。良好的绩效考核体系不仅能够客观评价员工的工作业绩,而且能够帮助员工持续不断提升岗位技能,尤其是对于企业的中层管理者,他们是企业战略决策的具体执行者和企业重点培养的对象,因此更加需要一套完善、合理的绩效考核体系对其工作进行评价。基于此,本文以伊电集团中层管理者绩效考核为例,综合运用绩效考核相关理论,通过实证分析企业现行绩效考核体系存在的问题,提出完善中层管理者绩效考核体系的改进方案。在中层管理人员绩效考核问题诊断上,本文坚持没有调查就没有发言权,通过采用查阅历史考核资料、发放调查问卷,走访企业中、高层人员等多种方式,获取真实、可靠的绩效考核信息,掌握了伊电集团中层管理人员绩效考核体系现状及实施效果,并运用归纳分析、对比分析等多种方法进行梳理总结,得出了现行企业中层管理人员绩效考核体系存在绩效考核指标与战略脱钩、绩效考核缺少绩效面谈与反馈程序、指标考核权重设置不合理等突出问题,为改进中层管理人员绩效考核体系打下良好的信息基础。在中层管理人员绩效指标设计方面,本文尝试将关键绩效指标与平衡计分卡相结合,以企业发展战略为指导,以组织战略分解为主线,以无形资产开发为驱动力,绘制了企业战略地图,提炼出了决定企业成功与否的关键绩效指标,形成了一个行之有效的关键指标提炼程序,也取得企业主要负责人的认可。另外在指标权重设定上运用层次分析法,建造层次结构模型,构造判断矩阵,进行一致性检验,减少评价的主观性。在中层管理人员绩效考核指标分解上,本文注重被考核者的全程参与,提倡采用由接受指标的中层管理人员讨论确定。每个中层管理人员在接受绩效指标的时候都会充分考虑其他部门和岗位的协调和配合,从全局来看这种由责任部门和责任人直接参与的、协商一致确定绩效考核内容的方法,不仅可以能使参与讨论每个中层管理人员充分了解企业的发展战略目标和自身的角色定位,增强使命感和责任心,而且有力地确保了部门之间、岗位之间的协调配合。在中层管理人员绩效考核实施的环境设计上,本文强调传承与改进并重,尊重企业的首创精神。在中层管理人员具体绩效指标的设计上,本文将提炼的关键绩效考核指标与企业现行绩效考核指标进行比对分析,优化了指标体系,做到长短期利益的平衡。同时本文强调保持企业原有和谐融洽的文化氛围,降低民主测评指标权重,尽量减少民主测评对人际关系的冲击。
[Abstract]:As an important means of human resource management, performance appraisal plays an important role in cultivating the core competitiveness of enterprises. A good performance appraisal system can not only objectively evaluate the performance of employees. Moreover, it can help employees to continuously upgrade their post skills, especially for middle-level managers of enterprises, who are the specific executors of enterprise strategic decisions and the targets of enterprises' key training, so they need a set of perfection more. Based on this, this paper takes the performance appraisal of the middle managers of Yideng Group Group as an example, synthetically applies the relevant theory of performance appraisal, and analyzes the existing problems of the current performance appraisal system through empirical analysis. On the diagnosis of the performance appraisal of middle managers, this paper insists that there is no right to speak without investigation, and through the use of historical assessment materials, the issue of questionnaires, Visit the enterprise, senior personnel and other ways to obtain real and reliable performance appraisal information, master the performance appraisal system of the middle management of Yidan Group and the implementation results, and use induction analysis, Through comparative analysis and other methods, it is concluded that there is a decoupling of performance appraisal index from strategy in the current performance appraisal system of middle-level managers, and the performance appraisal lacks performance interview and feedback program. In order to improve the performance appraisal system of middle management, it lays a good information foundation for the design of performance indicators for middle managers, such as unreasonable setting of index weights and so on. This paper attempts to combine the key performance indicators with the balanced Scorecard, take the enterprise development strategy as the guide, take the organizational strategy decomposition as the main line, take the intangible asset development as the driving force, and draw the enterprise strategic map. The key performance indicators that determine the success of an enterprise are refined, and an effective procedure for refining key indicators is formed, which is also recognized by the main responsible persons of the enterprise. In addition, the Analytic hierarchy process (AHP) is used to set the index weights. Build hierarchical structure model, construct judgment matrix, check consistency, reduce subjectivity of evaluation. Promote the adoption of a discussion by the middle level manager who accepts the indicator of achievement. Each middle manager will take full account of the coordination and coordination of other departments and positions when accepting the performance indicator. Judging from the overall situation, this method of determining the content of the performance appraisal by consensus with the direct participation of the responsible department and the responsible person, It not only enables each middle manager to fully understand the strategic objectives and role orientation of the enterprise, enhances the sense of mission and responsibility, but also ensures a strong interdepartmental relationship. In the environment design of performance appraisal implementation of middle management, this paper emphasizes both inheritance and improvement, respects the pioneering spirit of the enterprise, and designs the concrete performance index of middle management. In this paper, the key performance appraisal index is compared with the current performance appraisal index, and the index system is optimized to balance the long-term and short-term benefits. At the same time, this paper emphasizes on maintaining the original harmonious and harmonious cultural atmosphere of the enterprise. Reduce the weight of democratic evaluation index and minimize the impact of democratic evaluation on interpersonal relations.
【学位授予单位】：新疆大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.61

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