国有粮食企业中层管理者绩效考核体系优化研究

发布时间：2019-02-20 08:02

【摘要】：在企业的可支配资源中,人力资源是最具能动性的,也是最具能量爆发力的。只有科学、合理、有效地开发和管理人力资源,充分调动公司员工的积极性和创造性,才能有效地实现公司经营发展的战略目标。在公司运营管理中,中层管理人员是企业效益的主要创造者和生产经营活动的具体组织者,是企业的核心和骨干成员,在引导员工和传递公司的思想等方面起着承上启下的重要作用,是一个企业运行的枢纽。绩效考核是现代人力资源管理的核心问题,建立科学、系统、有效的中层管理人员绩效考核体系,不仅能够充分调动他们的积极性,帮助公司有效达成使命,创造高绩效,为公司中层管理人员的奖惩、培训、晋升、薪酬提供依据,而且提高公司全员绩效水平,并成为公司成长发展的持续动力源泉。因此解决中层管理人员绩效考核问题、引导和激励中层管理人员的行为和组织目标一致,是企业管理先进性的体现。粮食体制改革后,粮食企业的绩效考核模式发生了很大变化,通过不断吸收国内外先进的理论经验,正从传统的人事管理向现代人力资源管理转变。A公司自成立以来,坚持改革,勇于创新,在十多年的不断发展壮大中,取得了一个个辉煌的成就。由于长期以来垂直一体化垄断经营的体制影响,A公司与大多数粮食企业一样,基本上仍沿用传统的绩效考核办法,无法充分调动员工的工作积极性。本文在对国内外绩效考核和评价理论进行研究的基础上,采用了理论联系实际的方法,重点分析A公司中层管理人员的绩效考核体系现状,找出该公司中层管理人员绩效考核体系中存在的问题,并对其原因进行了剖析。结合A公司的具体情况以及粮食企业绩效考核体系的状况,在A公司原有年度绩效考核办法的基础上,明确了绩效考核的定位,加强了绩效的控制,健全了绩效考核指标体系,完善了绩效反馈和应用,使A公司中层管理人员的绩效考核成为一个较为完整的体系。本文通过对A公司中层管理人员绩效考核现状的研究和分析,提出了建设对策,不仅对A公司建立中层管理人员绩效考核体系具有现实的应用前景,而且对其他大型国有企业加强中层管理人员绩效考核体系的建立也具有一定的借鉴意义。
[Abstract]:In the disposable resources of enterprises, human resources are the most dynamic and explosive. Only by developing and managing human resources scientifically, reasonably and effectively, and fully arousing the enthusiasm and creativity of the employees, can the strategic goal of the company's management and development be realized effectively. In the operation and management of the company, the middle managers are the main creators of the enterprise benefits and the specific organizers of the production and operation activities, and are the core and backbone members of the enterprises. It plays an important role in guiding employees and transmitting the ideas of the company, and is the hub of the operation of an enterprise. Performance appraisal is the core problem of modern human resource management. The establishment of scientific, systematic and effective performance appraisal system for middle managers can not only fully mobilize their enthusiasm, help the company to achieve its mission effectively, and create high performance. It provides the basis for the rewards and punishment, training, promotion and compensation of the middle managers, and improves the performance level of the whole staff, and becomes the source of the company's growth and development. Therefore, it is the embodiment of the advanced nature of enterprise management to solve the problem of performance appraisal of middle managers and to guide and motivate middle managers' behavior and organizational goal. After the reform of grain system, the performance appraisal mode of grain enterprises has changed greatly. Through absorbing advanced theoretical experience at home and abroad, it is changing from traditional personnel management to modern human resource management. Adhere to the reform, innovation, in more than 10 years of continuous development and growth, has made brilliant achievements. As a result of the system influence of vertical integration monopoly management for a long time, A company, like most grain enterprises, still basically adopts the traditional performance appraisal method, and can not fully arouse the enthusiasm of the staff. Based on the research of performance appraisal and evaluation theory at home and abroad, this paper uses the method of integrating theory with practice to analyze the present situation of performance appraisal system of middle management in company A. This paper finds out the problems in the performance appraisal system of middle managers in the company, and analyzes the reasons. Combined with the concrete situation of company A and the situation of the performance appraisal system of grain enterprises, on the basis of the original annual performance appraisal method of A company, the positioning of performance appraisal is clarified, the control of performance is strengthened, and the index system of performance appraisal is perfected. Improve the performance feedback and application, make the performance appraisal of middle management in A company become a relatively complete system. Based on the research and analysis of the status quo of the performance appraisal of the middle managers in company A, this paper puts forward the construction countermeasures, which not only has a realistic application prospect for the establishment of the performance appraisal system of the middle managers in the A company. Moreover, it has certain reference significance for other large state-owned enterprises to strengthen the establishment of performance appraisal system for middle-level managers.
【学位授予单位】：福建农林大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F272.92;F324

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