D公司基层员工绩效考核体系再设计研究

发布时间：2018-03-10 13:19

本文选题：基层员工　切入点：绩效考核　出处：《安徽财经大学》2017年硕士论文　论文类型：学位论文

【摘要】：目前,中国的市场竞争呈现白热化、立体化的特点,中国经济转型和升级势在必行。企业怎样在这个经济发展最好时期,把握机遇,抢占市场,推动公司全面发展?可以说,人力资源管理水平的高低是企业在转型升级,提高市场竞争力,持续稳定发展的一个决定性因素,发挥着不容忽视的重要作用。其中,绩效考核管理水平的高低直接影响人力资源管理水平的高低这一点已有共识。其核心职能作用凸显无疑。绩效考核体系在企业管理中发挥的效用是企业保持、增加市场竞争力,推进企业可持续发展的关键推力。当前我国社会、经济发展迅速,对企业发展的要求越来越高,对绩效管理水平要求自然也就水涨船高。摆在多数民营企业面前,就有这样一个急切需要解决的课题,改变绩效考核薄弱的局面,建立健全科学、规范的绩效管理体系,真正发挥绩效考核实际作用,促成企业核心竞争力的打造,从而实现企业战略目标。本文在对企业调查的前提下,主要采用员工访谈和查阅相关资料等方式,对基层员工绩效考核体系进行了设计研究,根据绩效考核有关理论,以D公司员工访谈作为切入点,描述了该公司基层员工绩效考核的现状,就其中存在的问题及原因进行了探讨剖析,得出了一些结论,员工对绩效考核认识不够,上下级在绩效考核的过程中沟通有限,设计绩效考核指标存在随意性,考核结果申诉如同摆设,绩效考核结果对管理者或是对员工自身都未能体现应有作用。发现问题,就要解决问题,就基层员工绩效考核存在的问题展开分析,主要运用KPI,对该公司基层员工绩效考核方案进行优化,最大程度去除存在的员工绩效考核弊端,消除负面影响,健全激励机制,促进基层员工绩效考核工作水平的提高。最终目的在于扩大公司竞争优势,塑造企业活力,推动企业可持续稳定发展。此研究成果对D公司具有积极的实际应用价值,期望对像D公司一样致力于多元化发展的民营企业的员工绩效考核工作也有一定的借鉴作用。
[Abstract]:At present, the market competition in China is becoming so intense and three-dimensional that it is imperative to transform and upgrade the Chinese economy. How can enterprises seize the opportunity, seize the market and promote the overall development of the company in the best period of economic development? It can be said that the level of human resources management is a decisive factor in the transformation and upgrading of enterprises, improving market competitiveness, and sustainable and stable development, and plays an important role that can not be ignored. There is a consensus that the level of performance appraisal management directly affects the level of human resource management. The core function of the performance appraisal system is to maintain the enterprise and increase the market competitiveness. The key thrust of promoting the sustainable development of enterprises. At present, the society and economy of our country are developing rapidly, and the requirements for the development of enterprises are becoming more and more high, and the demands on the level of performance management will naturally rise in the boat, which is put in front of most private enterprises. There is such an urgent need to solve the problem, to change the situation of weak performance appraisal, to establish and improve the scientific and standardized performance management system, to truly play the practical role of performance appraisal, and to promote the creation of the core competitiveness of enterprises. In order to achieve the strategic goal of the enterprise. Based on the investigation of the enterprise, this paper mainly adopts the methods of employee interview and consulting relevant information, and designs the performance appraisal system of the grass-roots employees, according to the relevant theory of performance appraisal. Based on employee interviews in company D, this paper describes the current situation of performance appraisal of grass-roots employees in this company, discusses the existing problems and reasons, and draws some conclusions that the employees do not know enough about performance appraisal. The communication between superiors and subordinates in the process of performance appraisal is limited, the design of performance appraisal indexes is arbitrary, the result of performance appraisal is like furnishings, and the results of performance appraisal have no effect on the managers or the employees themselves. It is necessary to solve the problem, analyze the problems existing in the performance appraisal of grass-roots employees, mainly use KPI, optimize the performance appraisal scheme of grass-roots employees of the company, remove the shortcomings of employee performance appraisal to the greatest extent, and eliminate the negative effects. Improve the incentive mechanism and promote the improvement of the performance appraisal level of grass-roots employees. The ultimate goal is to expand the competitive advantage of the company and shape the vitality of the enterprise. The research results have positive practical application value for D company, and it is expected that the employee performance appraisal work of private enterprises committed to diversified development as D company can also be used for reference.
【学位授予单位】：安徽财经大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F279.26

【相似文献】