H公司技术型员工绩效考核体系研究

发布时间：2018-01-24 15:10

本文关键词： 技术型员工绩效考核管理优化　出处：《东华大学》2017年硕士论文　论文类型：学位论文

【摘要】：现代企业间的竞争已经由产品间的竞争发展成为技术和人才方面的竞争。所以技术型人才对于任何一个企业来说都是宝贵的资源,企业都希望能够大力吸引和培养人才,让人才为企业创造更多的价值。企业的绩效考核水平很大程度上影响着企业的人力资源管理水平,企业通过设置科学合理的绩效考核体系,就能最大限度的发挥激励和约束作用,充分调动人才的积极性,同时充分挖掘人才的主观能动性。技术型人才本身属于市场上的稀缺人才,所以对技术型人才绩效考核的合理性更加重要。本文将H公司当做主要研究对象,结合H公司对内部技术型员工实施绩效考核工作的实际状况,发现当前的绩效考核体系仍旧存在不少漏洞,比如缺少明确的绩效考核目标、绩效考核与战略分离、绩效考核指标的设置没有建立在岗位分析的基础上,最后导致这个绩效考核体系不合理。由此绩效考核存在很多的争议,技术型员工对绩效考核总体满意度较低,并且忽视绩效考核后的后续改进。从而本文基于MBO,BSC,KPI和360度评估理论并运用了层次分析法(AHP)针对H公司当中关于技术型员工的绩效考核体系,进行了重新的设计和组建,清晰地规定了针对技术型员工开展绩效考核工作的具体原则与思路,提高了H公司绩效考核目标设定的合理性及有效性,在一定程度上保证了绩效考核工作的全面落实。本篇论文一共由六个不同的章节组成:第一章是本文的绪论,论述了本文的主要研究意义及目的,同时明确了本文的主要研究内容,以及采用的研究方法;第二章是将有关绩效考核的理论进行整体论述,重点描述了KPI、BSC以及MBO等多种绩效考核方法,并对技术型员工的特点进行了阐述;第三部分是对H公司当中技术型员工实施绩效考核工作的实际状况进行详细分析和研究,找到当前绩效考核体系当中的漏洞和缺陷;第四章主要针对H公司内技术型员工绩效考核体系进行重新设计和规划,应用KPI、MBO这两种方法,为H公司针对技术员工实施的绩效考核工作,设计了一套全新的、健全的指标体系;第五章针对这一绩效考核体系在实际落实的具体流程,提出针对性的意见;第六章是针对H公司内部技术员工绩效考核体系进行的一种重新研究以及重新设计的归纳、汇总。本篇论文希望针对H公司当中技术员工绩效考核体系进行深入、全面的研究,并提出针对性的改善举措,为绩效考核工作的理论领域和实践领域提供一定的参照建议。
[Abstract]:The competition among modern enterprises has been developed from the competition between products to the competition of technology and talents, so technical talents are valuable resources for any enterprise. Enterprises hope to attract and train talents to create more value for enterprises. The performance evaluation level of enterprises to a large extent affects the level of human resources management. Through the establishment of a scientific and reasonable performance appraisal system, enterprises can maximize the role of incentives and constraints, fully mobilize the enthusiasm of talent. At the same time, fully tap the subjective initiative of talent. Technical talent itself is a scarce talent in the market, so it is more important to the rationality of the performance evaluation of technical talents. This paper takes H Company as the main research object. Combined with the actual situation of H company to implement the performance appraisal of the internal technical employees, we find that there are still many loopholes in the current performance appraisal system, such as the lack of clear performance appraisal goals. Performance appraisal is separated from strategy, the setting of performance appraisal index is not established on the basis of post analysis, which leads to the unreasonable performance appraisal system. Therefore, there are a lot of disputes about performance appraisal. The overall satisfaction of technical employees on performance appraisal is low, and the subsequent improvement after performance appraisal is ignored. Therefore, this paper based on MBOBSC. KPI and 360-degree evaluation theory and the use of Analytic hierarchy process (AHP) for H company on the performance appraisal system of technical employees, the re-design and establishment. It clearly stipulates the specific principles and ideas of performance appraisal for technical employees, and improves the rationality and effectiveness of H company performance appraisal goal setting. This paper consists of six different chapters: the first chapter is the introduction of this paper, and discusses the main research significance and purpose of this paper. At the same time, it clarifies the main research contents and the research methods used in this paper. The second chapter is to discuss the theory of performance appraisal as a whole, focusing on the description of various performance appraisal methods such as KPI BSC and MBO, and the characteristics of technical staff. The third part is to carry on the detailed analysis and the research to the actual situation of the performance appraisal work of the technical staff in the H company, finds the loophole and the flaw in the present performance appraisal system; Chapter 4th focuses on the redesign and planning of the performance appraisal system of technical employees in H Company, and applies KPIMBO to the performance appraisal for the technical staff of H Company. A new and sound index system is designed. According to the actual implementation of the performance appraisal system in the specific process of the 5th chapter, put forward targeted views; Chapter 6th is a re-study and redesign of the performance appraisal system of technical staff in H Company. Summary. This paper hopes to conduct a thorough and comprehensive study on the performance appraisal system of technical staff in H Company, and put forward targeted improvement measures. To provide some reference for the theoretical and practical areas of performance appraisal.
【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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