H公司绩效考核体系优化研究

发布时间：2018-06-23 01:56

本文选题：绩效考评 + 绩效考核模式　；参考：《电子科技大学》2017年硕士论文

【摘要】：在以创新驱动经济发展的时代背景下,全球各地的企业正经受着愈来愈激烈的国际与国内市场的考验,为了增强企业自身的市场竞争实力和对环境的应变能力,大量企业都在寻求提升竞争力的有效方法。实践表明,建立和施行有效的绩效考核体系有助于企业提升绩效管理水平,推动企业管理进步,不断创造良好业绩。通过有效的绩效考核体系将组织和员工有机地结合起来,使之成为企业积极参与竞争、实现既定目标的重要保障。本文以H公司的绩效考核问题为研究对象,通过对企业进行实地走访、问卷调查、现场观察、集体座谈和个别面谈等方式,对企业的生产经营、组织结构、人员情况以及绩效评估等情况开展了调查研究。经调查得知,该企业在绩效考评工作存在较多实际难题,主要表现为:1.对绩效考核的认识存在误区;2.绩效考核的目标不明确;3.绩效目标分解缺乏可靠依据;4.考核指标没有形成体系;5.考核模式落后等。针对绩效考评面临的以上难题,通过查阅文献和资料研究,借鉴目标管理、关键绩效指标、平衡计分卡和360度考核等理论方法,对该企业绩效考核系统进行了以下改进:1.通过梳理并形成了绩效指标的选取和确立流程;2.规范了绩效评价的标准;3.明确定了绩效指标权重的分配方法;4.建立绩效指标计算的数学模型;5.形成了新的绩效考核模式。为了让优化改进后的绩效考核体系充分发挥有效作用,对绩效考核体系运行的相关保障,提出了具体的建议和应对措施。基于企业长远发展的考虑,本文还对H公司绩效考核体系运行的组织领导工作提出了参考建议,着重强调了绩效反馈和考核结果应用的重要价值,力求绩效考核体系的各项改进能够真正落到实处,为企业全面提升绩效管理水平和实现可持续发展目标打下坚实基础。同时,也希望本文所做的研究能够为存在类似问题的企业提供一些实用的借鉴和参考。
[Abstract]:Under the background of innovation-driven economic development, enterprises all over the world are undergoing the test of increasingly fierce international and domestic markets, in order to enhance their own market competition strength and the ability to adapt to the environment. A large number of enterprises are looking for effective ways to improve their competitiveness. Practice shows that the establishment and implementation of an effective performance appraisal system will help enterprises to improve the level of performance management, promote the progress of enterprise management, and constantly create good performance. Through the effective performance appraisal system, the organization and the staff are organically combined together, making it an important guarantee for the enterprises to participate in the competition actively and realize the established goal. This paper takes the performance appraisal of H Company as the research object, through the field visit, questionnaire survey, field observation, collective discussion and individual interview, etc, to the production management and organization structure of the enterprise. Personnel situation and performance evaluation carried out investigation and research. According to the investigation, there are many practical problems in the performance appraisal of the enterprise, mainly as: 1. 1. There are some misunderstandings about performance appraisal. The goal of performance appraisal is not clear. The decomposition of performance goals is lack of reliable basis. The examination index did not form the system. The examination model is backward and so on. In view of the above problems faced by performance appraisal, by consulting the literature and materials, referring to the theories and methods of objective management, key performance index, balanced scorecard and 360 degree appraisal, this paper improves the performance appraisal system of this enterprise as follows: 1. Through combing and forming the selection of performance indicators and establish the process of 2. The standard of performance evaluation is standardized. Clearly determined the distribution method of the weight of performance indicators. The mathematical model of performance index calculation is established. Formed a new performance appraisal model. In order to optimize and improve the performance appraisal system to give full play to the effective role, this paper puts forward specific suggestions and countermeasures to guarantee the operation of the performance appraisal system. Based on the consideration of the long-term development of the enterprise, the paper also puts forward some suggestions for the organizational leadership of the performance appraisal system of H Company, and emphasizes the important value of performance feedback and the application of the evaluation results. The improvement of the performance appraisal system can be carried out and lay a solid foundation for the enterprises to improve the level of performance management and achieve the goal of sustainable development. At the same time, it is hoped that the research in this paper can provide some practical reference for enterprises with similar problems.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.88

【参考文献】