日照TL集团绩效考核体系设计研究

发布时间：2018-02-03 06:28

本文关键词： 绩效考核体系设计　出处：《安徽大学》2017年硕士论文　论文类型：学位论文

【摘要】：2008年的美国华尔街次贷危机,对于我国经济带来危机和挑战的同时,也带来了经济发展和市场开拓的巨大机遇。2009年,为提升自身的综合实力以应对日益好转的国内及国际市场,优化内部结构,提升自我管理水平,日照TL集团从自身的角度出发,在借鉴同行业日照JK集团在绩效考核体系设计与执行方面的成功经验的基础上,启动了全员绩效考核改革,健全管理和发展机制系统,使绩效的工作系统化和流程化,提升公司和员工业绩水平,并实现整体良性运转,由此开启了公司以绩效考核拉动生产经营、优化公司内部各项措施的管理模式。根据相关概念及理论规定,绩效考核体系的有效设计,必须根据公司的年度或中长期战略目标进行分解,指标的提取要必须紧密结合既定的战略愿景和方针政策进行操作与执行,具体包括设计的各项工作内容和工作量,以及详细的工作要求。而对应于公司绩效而言,部门的目标和员工的绩效指标也要在公司中长期战略规划的基础上予以分解提炼。以各项考核指标的综合评定,明确部门和员工工作提升和努力的方向,有的放矢,综合提升员工对于其从事工作岗位的符合性和操作能力,挖掘自身潜力,在自身优势上,打造核心竞争力。做大做强,借此促进公司战略目标的实现。绩效考核体系的设计一定要结合企业的产业格局、实际经营及发展阶段进行不断的优化和更新调整,充分考虑对各层级员工的适用性,关键是做好体系本身的持续改进。日照TL集团原有执行的考核体系,经历了由单一化至多维度的转变。员工对于绩效体系的态度也由最初的被动执行到目前的慢慢适应。整个体系的推进过程有了很大的改进和提升,虽然耗费了许多精力,但实际并有没有达到所预期的结果。结合员工实际访谈、参与公司的绩效分析专题会议、合理化建议收集等渠道进行分析,主要存在的问题是主观考核因素占据比例较大、绩效反馈流于形式、指标不够明确、与公司战略相脱节、缺乏系统性等。在原有的绩效考核体制下,日照TL集团能够根据传统的绩效管理有关的要求和规定进行实施,以公司的战略目标为依据,参照各岗位的员工职责进行提取指标。为使员工在完成工作任务、提供工作业绩的同时,接受并认可公司的文化氛围,特将公司的企业文化纳入考核,将其责任与文化相统一,达到最终的人岗匹配和人岗合一,创造员工与公司共同成长的生命共同体理念和用人机制。因此,为进一步规范公司的考核工作,规范公司的体系建设,本文从宏观层面对日照TL集团的原有绩效考核体系进行了分析,并借鉴相关文献资料和同行业考核体系构建的案例,结合体系设计的战略导向原则、激励性原则、三公原则和持续改进原则等,从公司的企业文化、组织架构等角度出发,设计研究了适合于公司体制、管理机制系统并能有效实施的新的绩效考核体系框架,明确具体的考核方式和时间周期。结合公司的人员结构特点,采取有差别性的考核周期,如中高层管理人员由于其工作特性和管理幅度,执行季度考核,主管级与普通岗位则执行月度考核。绩效考核体系的有效运行需要建立一系列与之配套并相适应的政策措施予以支持和保障,如建立相应的考核制度、支持机构、完善申诉渠道,营造匹配的文化氛围,创建学习型组织等。将其作用切实应用于公司内部管理的各个方面,推进公司员工队伍和人才梯队的建设。通过绩效考核体系的有效运行达到人岗合一和自身价值利益的体现,借助于绩效考核推动日照TL集团战略目标的实现和可持续发展。
[Abstract]:The Wall Street of the United States subprime mortgage crisis in 2008, to bring the crisis and challenge of China's economy at the same time, it has also brought economic development and market development opportunities in.2009, to enhance its comprehensive strength to cope with the increasingly improved domestic and international market, optimize the internal structure, enhance the level of self-management, Rizhao TL group from the perspective of their own on the basis of the same industry in Rizhao JK group in the design and implementation of performance appraisal system of the successful experience, launched a full performance assessment reform, perfect the management and development mechanism of the system, the system performance and the process of ascension, the company and the employee performance level, and achieve the overall work, thus opening up the company take the performance appraisal to pull production management, to optimize the internal management mode. The measures according to the provisions of the relevant concepts and theoretical design, effective performance appraisal system That must be decomposed according to the long-term strategic goal of the company's annual or index to extract, must be closely combined with established strategic vision and policy operation and implementation, including the design content and workload, and detailed work requirements. And the corresponding performance indicators on corporate performance, departmental goals and staff is to be refined in the company based on decomposition of long-term strategic planning. The comprehensive evaluation of the assessment indicators, departments and staff work to improve and clear direction, targeted, comprehensive enhance staff for their jobs in conformity and operation ability, tap their own potential, in their own advantages, build the core competitiveness. Bigger and stronger, to promote the implementation of the strategic objectives of the company. The design of the performance appraisal system must be combined with the industrial structure of enterprises, the actual operation and development Optimize and update the stage of constant adjustment, fully consider the applicability of employees at all levels, the key is to make continuous improvement of the system itself. The original Group Rizhao TL appraisal system implementation, has experienced a transformation from a single dimension at most. The attitude of staff for performance system from the original passive implementation to slowly adapt to the current to promote the process. The whole system had been greatly improved, even though it takes a lot of energy, but the actual and did not reach the expected results. Combined with the actual interview staff, participate in the company's performance analysis of a special meeting, the rationalization proposal collection channel are analyzed, the main problem is the subjective factors occupied a large proportion of performance feedback, a mere formality, the index is not clear enough, out of touch with the corporate strategy, lack of system. In the original performance evaluation system, TL group according to the sunshine The traditional performance management related requirements and regulations to implement the company's strategic objectives as the basis, according to the staff responsibility for employee in extraction index. To complete tasks, provide job performance at the same time, acceptance and approval of company culture, the corporate culture will be included in the assessment, the responsibility with the culture of unity, to achieve the final post matching and post one, create employees to grow with the company's life and the concept of community employment mechanism. Therefore, in order to further standardize the company's appraisal system construction work, standardize the company's, this article from the macro level, Rizhao TL group the original performance appraisal system is analyzed, and reference to the construction of relevant literature and the same industry evaluation system case, combined with the strategic guiding principle of system design, incentive principle, the principle of openness and continuous improvement principles, from the public Our corporate culture, organizational structure perspective, the design of system for the company, a new performance evaluation system framework of management mechanism system and can effectively implement the specific assessment methods and time period. Combined with the structure characteristics of the company staff, take the difference of the assessment period, such as senior management personnel because of the characteristics and the scope of the management, implementation of quarterly assessment, supervisor and ordinary jobs to perform monthly assessment. The effective operation of the performance assessment system to supporting the establishment of a series of measures and policies to adapt support and protection, such as the establishment of the corresponding assessment system, support mechanism, improve the appeal channels, create, culture the atmosphere, creating a learning organization. All aspects of the practical application in the internal management of the company, to promote the construction of company staff and talent. Through the performance test The effective operation of nuclear system can reflect the integration of people and posts and their own value and interest, and promote the realization and sustainable development of Rizhao TL group's strategic goals through performance appraisal.

【学位授予单位】：安徽大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F279.26

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