JC公司基层员工绩效管理问题研究

发布时间：2019-07-04 12:50

【摘要】：员工绩效管理是企业人力资源管理中的重要内容之一,大多数企业都有一套自身的员工绩效管理体系,完善的绩效管理体系有利于企业有效的管理企业员工,促进员工个人的职业发展和企业的长远发展。改革开放后,在市场经济条件下,我国民营经济获得了较大的发展空间,以中小企业为代表的民营企业量大幅上升从创造就业岗位、推动我国经济发展方面发挥着举足轻重的作用,对我国经济发展的贡献率在60%以上,大力扶持中小企业是推动我国经济长足发展的重要途径之一。然而,在中小企业的发展过程中,随着国际竞争的增加及国内国际经济环境的恶化,出口减少、原材料价格上涨缩减了我国中小企业的盈利空间,与此同时,随着人工成本增加,企业之间的竞争尤其是员工的竞争日趋激烈。从2004年年初开始珠三角地区就出现了“民工荒”现象,2008年金融危机后,珠三角、长三角地区“用工荒”问题进一步加剧,缺乏员工成为制约中小企业发展的绊脚石。如何科学有效的进行员工管理,留住员工成为沿海地区中小企业发展的必修课。对于我国中小企业来说,中小企业的规模本身较小,90%的企业属于小型和微型企业,企业员工数量较少,且大部分员工为企业的基层员工。部分企业尚未理解绩效管理的重要性,对员工的绩效管理没有足够的重视,多数中小企业的员工绩效管理处在建立的初级阶段,企业内存在员工归属感较低,员工流失严重等问题,成为企业持续发展的瓶颈。同时,我国经济正处在转型的重要时期,企业要发展,人力资本是其核心竞争力之一,中小企业之间的竞争将是人才的竞争,对于制造业的中小企业来说,谁拥有掌握核心技术人员,谁就能在市场首先占领高地。因此如何更好的吸引人才、留住人才、激励人才,使企业员工能“人尽其才,各尽其能”在当前中小企业人力管理中显得尤为重要。科学合理的绩效管理体系有助于企业吸引人才,实现企业良好发展的目标,由此可见基层员工的绩效管理对于中小企业发展的作用不言而喻。文章以广东省JC公司为例,通过现场调查访谈与分析并结合绩效管理相关理论,研究发现JC公司绩效管理尚未建立科学的人力资源管理体系,管理体系处在初级阶段,并存在绩效管理体制单一、绩效考核结果反馈和沟通渠道不畅通、管理过程中缺乏有效的激励机制等问题,认为在JC公司长足发展的进程中,应根据企业的发展规模建立科学合理的绩效管理体系,与此同时在企业内部加强绩效管理的宣传工作,结合以人为本的激励机制,重视绩效考核和结果的反馈,及时与员工进行有效沟通,为中小企业的健康发展助力。
文内图片：

图片说明：图３－２邋ＪＣ公司员工分布逡逑从基层员工的学历和年龄结构来看，公司的基层员工的学历普遍偏低，大部分员工的逡逑学历平，，政理人的历平；于具业工业
[Abstract]:Employee performance management is one of the important contents of enterprise human resource management. Most enterprises have their own staff performance management system. Perfect performance management system is conducive to the effective management of enterprise employees, promote the personal career development of employees and the long-term development of enterprises. After the reform and opening up, under the condition of market economy, China's private economy has obtained great space for development. The number of private enterprises represented by small and medium-sized enterprises has played an important role in creating jobs and promoting China's economic development. The contribution rate to China's economic development is more than 60%. Vigorously supporting small and medium-sized enterprises is one of the important ways to promote the rapid development of China's economy. However, in the process of the development of small and medium-sized enterprises, with the increase of international competition and the deterioration of the domestic and international economic environment, the export decreases and the rise of raw material prices reduces the profit space of small and medium-sized enterprises in our country. At the same time, with the increase of labor costs, the competition among enterprises, especially the competition among employees, is becoming increasingly fierce. Since the beginning of 2004, the phenomenon of "shortage of migrant workers" has appeared in the Pearl River Delta region. After the 2008 financial crisis, the problem of "employment shortage" in the Pearl River Delta and the Yangtze River Delta region has further intensified, and the lack of staff has become a stumbling block to the development of small and medium-sized enterprises. How to manage and retain employees scientifically and effectively has become a compulsory course for the development of small and medium-sized enterprises in coastal areas. For small and medium-sized enterprises in China, the scale of small and medium-sized enterprises itself is small, 90% of the enterprises belong to small and micro-enterprises, the number of employees is small, and most of the employees are grass-roots employees of the enterprise. Some enterprises have not yet understood the importance of performance management, and do not pay enough attention to the performance management of employees. In the primary stage of the establishment of the staff performance management office of most small and medium-sized enterprises, there are some problems in the enterprise, such as low sense of belonging of employees, serious staff turnover and so on, which has become the bottleneck of the sustainable development of enterprises. At the same time, China's economy is in an important period of transformation, enterprises want to develop, human capital is one of its core competitiveness, the competition between small and medium-sized enterprises will be the competition of talents, for small and medium-sized enterprises in manufacturing industry, who has the core technical personnel, who can first occupy the highlands in the market. Therefore, how to better attract, retain and motivate talents, so that employees can "make the best use of their talents, each can do their best" in the current human management of small and medium-sized enterprises is particularly important. Scientific and reasonable performance management system is helpful for enterprises to attract talents and achieve the goal of good development of enterprises. It can be seen that the performance management of grass-roots employees plays a self-evident role in the development of small and medium-sized enterprises. Taking Guangdong JC Company as an example, through on-site investigation, interview and analysis, combined with the related theories of performance management, this paper finds that the performance management of JC Company has not yet established a scientific human resource management system, the management system is in the primary stage, and there are some problems, such as the single performance management system, the poor feedback and communication channels of performance evaluation results, and the lack of effective incentive mechanism in the management process. In the process of rapid development of JC Company, we should establish a scientific and reasonable performance management system according to the development scale of the enterprise, at the same time, strengthen the propaganda work of performance management within the enterprise, combine the people-oriented incentive mechanism, attach importance to the performance appraisal and feedback of results, communicate with the staff in time and effectively, so as to contribute to the healthy development of small and medium-sized enterprises.
【学位授予单位】：广西师范大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.88

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