上海BS公司研发人员绩效考核制度改进研究
发布时间：2018-08-18 09:05
【摘要】：现如今我国高新技术制造型汽车及下级企业日益蓬勃发展,本土企业及中外合资企业如雨后春笋般逐渐增多。研发能力作为企业最关注的竞争力之一,在各家企业之间明争暗斗中渐渐起到了至关重要的作用。提升企业新产品研发部门能力十分重要,而在提升研发能力的诸多方式方法中,对研发人员的绩效考核制度的合理设计是其中十分重要的环节。本文依托于本人所在企业上海BS公司研发部门为研究对象,以理论分析为研究基础,实证分析为方法,首先梳理人力资源管理在研发绩效考核制度领域的理论研究成果,分析研发人员特点及绩效考核需掌握的基本原则,并从现有的绩效考核制度研究成果包括绩效考核方法,工具等学习并借鉴,旨在为解决BS公司研发部门绩效考核制度出现的问题提供指导及帮助。其次在理论分析基础上进行实证研究,以BS公司研发部门现行的绩效考核制度具体实施现状为基础,找到存在的六个方面问题与不足,分析了问题产生的原因,包括绩效考核方法选择、绩效考核周期制定、绩效考核指标设定、绩效考核公平性保证、绩效面谈及反馈有效性和员工参与度提升等。在确定研发绩效考核机制改进点后基于BS公司研发部门人员绩效考核制度及本公司研发人员工作基于项目流程的特点进行再设计,明确绩效考核工具,使用平衡记分卡思想和360绩效考核工具相结合的方法将本公司以往并未考虑的客户及其他平行部门对员工的绩效考核评估维度纳入绩效考核体系。其次根据项目开发以及设计成熟度的不同阶段划分绩效考核周期,配合项目组中的各部门人员及客户对员工进行考评。本文在现行制度中的结果性绩效考核指标基础上细化开发过程中的过程性指标,通过工具及指标的再设计确保考核的公平性,从而明确绩效考核的面谈反馈流程,构建绩效结果问题反馈渠道,提高被考评人员的参与度。本文提出新绩效考核制度导入的具体前提和保障措施,指导新绩效考核的实践工作,旨在切实通过绩效考核制度优化来提升研发部门员工能力进而增强企业核心竞争力。
[Abstract]:Nowadays, high-tech manufacturing cars and subordinate enterprises are booming in our country, and local enterprises and Sino-foreign joint ventures are springing up gradually. As one of the enterprises' most concerned competitiveness, R & D capability has gradually played a vital role in the infighting between enterprises. It is very important to improve the capability of R & D department of new products, and among the ways and means of improving R & D capability, the reasonable design of R & D personnel performance appraisal system is very important. This paper relies on the R & D department of Shanghai BS Company as the research object, taking the theoretical analysis as the research foundation, the empirical analysis as the method, first combs the human resources management in the research and development performance appraisal system domain theory research achievement. This paper analyzes the characteristics of R & D personnel and the basic principles of performance appraisal, and studies and draws lessons from the existing research results of performance appraisal system, including performance appraisal methods, tools, etc. Aims to solve the BS R & D department performance appraisal system to provide guidance and help. Secondly, on the basis of theoretical analysis, based on the actual implementation of the current performance appraisal system in R & D department of BS Company, this paper finds out the existing six problems and deficiencies, and analyzes the causes of the problems. Including performance evaluation method selection, performance appraisal cycle formulation, performance evaluation index setting, performance appraisal fairness assurance, performance interview and feedback effectiveness and employee participation. After determining the improvement point of R & D performance appraisal mechanism, based on the performance appraisal system of R & D department of BS Company and the characteristics of R & D personnel work based on project flow, the paper defines the performance appraisal tools. By using balanced scorecard and 360 performance appraisal tools, the performance evaluation dimensions of customers and other parallel departments that have not been considered in the past are brought into the performance appraisal system. Secondly, according to the different stages of project development and design maturity, the performance appraisal cycle is divided. In this paper, the process indicators in the development process are refined on the basis of the result performance appraisal indicators in the current system, and the fairness of the appraisal is ensured through the re-design of the tools and indicators, so as to clarify the interview feedback process of the performance appraisal. Build the feedback channel of the performance result question, improve the participation degree of the examinees. This paper puts forward the concrete premise and safeguard measures of introducing the new performance appraisal system, guiding the practice work of the new performance appraisal system, aiming at improving the staff ability of R & D department and enhancing the core competence of the enterprise through the optimization of the performance appraisal system.
【学位授予单位】：东华大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.471
本文编号：2189009
[Abstract]:Nowadays, high-tech manufacturing cars and subordinate enterprises are booming in our country, and local enterprises and Sino-foreign joint ventures are springing up gradually. As one of the enterprises' most concerned competitiveness, R & D capability has gradually played a vital role in the infighting between enterprises. It is very important to improve the capability of R & D department of new products, and among the ways and means of improving R & D capability, the reasonable design of R & D personnel performance appraisal system is very important. This paper relies on the R & D department of Shanghai BS Company as the research object, taking the theoretical analysis as the research foundation, the empirical analysis as the method, first combs the human resources management in the research and development performance appraisal system domain theory research achievement. This paper analyzes the characteristics of R & D personnel and the basic principles of performance appraisal, and studies and draws lessons from the existing research results of performance appraisal system, including performance appraisal methods, tools, etc. Aims to solve the BS R & D department performance appraisal system to provide guidance and help. Secondly, on the basis of theoretical analysis, based on the actual implementation of the current performance appraisal system in R & D department of BS Company, this paper finds out the existing six problems and deficiencies, and analyzes the causes of the problems. Including performance evaluation method selection, performance appraisal cycle formulation, performance evaluation index setting, performance appraisal fairness assurance, performance interview and feedback effectiveness and employee participation. After determining the improvement point of R & D performance appraisal mechanism, based on the performance appraisal system of R & D department of BS Company and the characteristics of R & D personnel work based on project flow, the paper defines the performance appraisal tools. By using balanced scorecard and 360 performance appraisal tools, the performance evaluation dimensions of customers and other parallel departments that have not been considered in the past are brought into the performance appraisal system. Secondly, according to the different stages of project development and design maturity, the performance appraisal cycle is divided. In this paper, the process indicators in the development process are refined on the basis of the result performance appraisal indicators in the current system, and the fairness of the appraisal is ensured through the re-design of the tools and indicators, so as to clarify the interview feedback process of the performance appraisal. Build the feedback channel of the performance result question, improve the participation degree of the examinees. This paper puts forward the concrete premise and safeguard measures of introducing the new performance appraisal system, guiding the practice work of the new performance appraisal system, aiming at improving the staff ability of R & D department and enhancing the core competence of the enterprise through the optimization of the performance appraisal system.
【学位授予单位】：东华大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.471
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