天津外轮理货公司理货办事处绩效管理问题研究

发布时间：2018-04-25 07:27

本文选题：绩效管理 + 外理公司　；参考：《大连海事大学》2017年硕士论文

【摘要】：人力资源是企业的第一资源,是企业获取竞争优势的重要因素。而绩效管理又是人力资源管理的核心内容,有效的绩效管理体系是提高企业员工素质和实现企业战略目标的关键手段,对实现企业的可持续发展起着决定性的作用。随着全球经济一体化的到来,世界各国企业都面临着越来越激烈的国内和国际市场的竞争。为了提高企业的核心竞争力和适应能力,许多企业开始建立绩效管理系统,而如何建立有效的绩效管理体系确保其持续运行,进而不断提高企业的绩效管理水平,是每个企业不得不探索实践的重要课题。外理公司经过这几年的实践,从收入来源的理货办事处着手,对理货人员绩效考核方面做了大量的工作,虽然认为绩效考核会对公司战略目标的实现和绩效管理水平的提升起到一定作用,但却并未取得预期的理想效果。本文针对外理公司理货办事处绩效考核实施情况,通过本人在绩效考核工作中的大量实践,发现外理公司在理货办事处绩效考核和管理制度等方面存在的许多问题,例如:绩效管理体系不完整以绩效考核代替绩效管理、绩效指标缺乏科学性、缺乏绩效沟通与反馈机制和人力资源基础管理薄弱等,这些都会影响理货办事处员工的工作积极性,进而影响理货办事处绩效的提高和公司战略目标的实现,制约了企业竞争力的提升。所以要想提升外理公司理货办事处绩效管理水平,首先要做好理货办事处组织结构的调整与优化,进行岗位分析形成岗位说明书,合理设计定岗定员,其次选取符合企业目标的绩效考核指标,运用科学的绩效管理理论与方法,为理货办事处建立完整的绩效管理体系,包括:绩效计划、绩效实施、绩效考核、考核结果的应用与绩效反馈和沟通,形成PDCA循环,达到持续提升公司理货办事处绩效的目的。最后为绩效管理体系的有效实施提供保障措施,提出建立与绩效相辅相成的企业绩效文化,推行绩效管理应从注重结果向注重过程转变,以及建设绩效管理信息系统的保障措施等。本文通过以上研究为外理公司理货办事处绩效管理问题给出了适合的解决办法。
[Abstract]:Human resource is the first resource of the enterprise and the important factor for the enterprise to obtain the competitive advantage. Performance management is the core of human resource management. An effective performance management system is a key means to improve the quality of employees and achieve the strategic objectives of enterprises, and plays a decisive role in the realization of sustainable development of enterprises. With the advent of global economic integration, enterprises all over the world are facing more and more fierce competition in domestic and international markets. In order to improve the core competitiveness and adaptability of enterprises, many enterprises began to establish performance management system, and how to establish an effective performance management system to ensure its continuous operation, and then continuously improve the performance management level of enterprises. It is an important subject that every enterprise has to explore and practice. After several years of practice, the Foreign Affairs Company has done a great deal of work on the performance appraisal of tally staff from the tally office of the source of revenue. Although it is believed that the performance appraisal will play a certain role in the realization of the company's strategic goal and the improvement of the performance management level, it has not achieved the desired effect. In this paper, according to the implementation of performance appraisal in tally office of external company, through a large number of practice in performance appraisal, we find that there are many problems in performance appraisal and management system of tally office. For example, the performance management system is not complete, the performance appraisal is replaced by the performance management, the performance index is not scientific, the performance communication and feedback mechanism and the human resource foundation management are weak, etc. All these will affect the work enthusiasm of the staff in the tally office, and then affect the performance improvement of the tally office and the realization of the company's strategic goal, which restricts the promotion of the competitiveness of the enterprise. Therefore, in order to improve the performance management level of the tally office of the external management company, first of all, we should adjust and optimize the organizational structure of the tally office, conduct post analysis to form a job description, and reasonably design the post holder. Secondly, select the performance appraisal index in line with the enterprise objectives, and establish a complete performance management system for the tally office by using the scientific performance management theory and method, including: performance planning, performance implementation, performance appraisal. The application of evaluation results and performance feedback and communication to form a PDCA cycle to achieve the purpose of continuously improving the performance of the company's tally office. Finally, it provides the safeguard measures for the effective implementation of the performance management system, and puts forward the establishment of corporate performance culture, which is complementary to the performance, and the implementation of the performance management should change from the focus on results to the focus on the process. And the construction performance management information system safeguard measure and so on. Through the above research, this paper gives a suitable solution to the problem of performance management in tally office of external company.
【学位授予单位】：大连海事大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F552.6

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