JY公司在金融危机背景下业务人员绩效管理体系构建研究

发布时间：2018-05-17 07:59

本文选题：绩效管理 + 金融危机　；参考：《中国海洋大学》2013年硕士论文

【摘要】：绩效管理是人力资源管理的核心环节,是提升企业业绩水平的重要手段。我国绩效管理已经推行了很长一段时间,但是许多企业还是对绩效管理对组织和员工的持续提升作用没有深刻的认识和理解,很多的管理者把绩效管理当成单纯的绩效考核工具,这种对绩效管理的误区有必要改正。 JY公司是一家民营外贸公司,2008年全球性的金融危机,使JY公司的经营活动受到剧烈影响,盈利水平急剧下降。企业急需一个行之有效的管理办法来提高组织绩效水平和增强抗风险的能力。在分析了企业的经营管理现状后,笔者认为提高JY公司绩效的有效方法就是构建高效的绩效管理体系,尤其是业务人员的绩效管理体系。本文通过理论研究和实践经验相结合、调查研究和比较分析等形式,对JY公司金融危机前后业务人员的绩效考核办法分别进行了分析,并比较分析其存在的主要问题。然后根据绩效管理的相关理论和技术方法,对业务人员的绩效管理体系进行构建研究。本文在对绩效管理的概念和相关基本理论的回顾后,介绍了金融危机产生的原因及对我国外贸企业的影响,分析了JY公司业务人员绩效管理办法在金融危机前后存在绩效考核片面,绩效指标设计不合理,没有绩效沟通和反馈等问题。用科学,系统的绩效管理理论,结合JY公司发展战略目标的要求,从绩效体系的具体设计、绩效管理和实施、绩效评估和绩效反馈四个环节对业务人员的绩效管理体系进行构建。绩效管理体系的实施会对整个企业的运营产生影响,因此必须有计划,按步骤的进行。当前许多企业把绩效管理等同于绩效考核,没有形成完善的绩效管理操作流程,这样很难有条不紊的实行绩效管理。一个有效的绩效管理系统,把企业战略、管理者职责、管理方式和手段以及员工绩效目标等管理内容全都确定下来,从而确保企业绩效管理的有序进行,使绩效管理成为提升企业绩效的有效手段。在进行分析研究的时候,对研究案例资料的收集不够全面,但总体不影响新体系的设计。新设计的绩效管理体系首先克服了原有绩效考核办法中存在的问题,提出了更有针对性的绩效考核指标,对考核对象的考核更为全面。其次,新设计的绩效管理体系体现了人性化的原则,考虑到员工的各方面的诉求,从多个层面对员工进行考核,在实际操作中,考核结果可以作为员工晋升和选拔的依据。再次,在体系设计的过程中,反复强调了企业内部持续沟通的作用性,使绩效管理更加弹性。
[Abstract]:Performance management is the core link of human resources management and an important means to improve the performance level of enterprises. Performance management in China has been implemented for a long time, but many enterprises still do not have a deep understanding of the continuous promotion of performance management to organizations and employees. Many managers regard performance management as a simple performance appraisal tool, which is necessary to correct the misunderstanding of performance management. JY Company is a private foreign trade company, in 2008 the global financial crisis, JY company's business activities have been severely affected, profit level dropped sharply. An effective management method is urgently needed to improve the organizational performance and enhance the ability to resist risks. After analyzing the current situation of enterprise management, the author thinks that the effective way to improve the performance of JY company is to build an efficient performance management system, especially the performance management system of business personnel. In this paper, through the combination of theoretical research and practical experience, investigation and comparative analysis, the performance appraisal methods of JY company before and after the financial crisis are analyzed, and the main problems are compared and analyzed. Then according to the relevant theories and technical methods of performance management, the performance management system of business personnel is studied. After reviewing the concept of performance management and related basic theories, this paper introduces the causes of the financial crisis and its impact on foreign trade enterprises in China. This paper analyzes the performance management methods of JY company's business personnel before and after the financial crisis, such as one-sided performance appraisal, unreasonable design of performance indicators, no performance communication and feedback, and so on. Based on the theory of scientific and systematic performance management and the requirements of JY Company's development strategy, the paper introduces the concrete design, performance management and implementation of performance system. Performance evaluation and performance feedback are four links to build the performance management system of business personnel. The implementation of performance management system will have an impact on the operation of the whole enterprise, so it must be planned and carried out step by step. At present, many enterprises equate performance management with performance appraisal, and do not form a perfect performance management operation process, so it is difficult to implement performance management methodically. An effective performance management system, which determines the management content of enterprise strategy, manager responsibility, management methods and means, and employee performance objectives, so as to ensure the orderly implementation of enterprise performance management. To make performance management become an effective means to improve the performance of enterprises. The collection of case data is not comprehensive, but it does not affect the design of the new system. The newly designed performance management system firstly overcomes the existing problems in the original performance appraisal methods, and puts forward more targeted performance appraisal indicators, which is more comprehensive to the evaluation object. Secondly, the newly designed performance management system embodies the principle of humanization, considering the demands of all aspects of the staff, from many levels to assess the staff, in the actual operation, the results can be used as the basis for staff promotion and selection. Thirdly, in the process of system design, the function of continuous communication is emphasized repeatedly, which makes performance management more flexible.
【学位授予单位】：中国海洋大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F832.59

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