津升集团公司总部人员绩效考核改进研究

发布时间：2018-01-02 08:34

本文关键词：津升集团公司总部人员绩效考核改进研究　出处：《湖南大学》2013年硕士论文　论文类型：学位论文

【摘要】：绩效考核体系是现代企业人力资源管理与企业管理中举足轻重的环节，是企业战略目标得以顺利执行并有效监控的手段，绩效考核体系是随企业改革与发展阶段不断调整与持续改进的一个动态过程。在铁合金冶炼行业不景气和国家出台对冶炼企业综合治理政策的背景下，推行绩效考核体系对企业有着十分积极和深远的意义。如何构建适合本企业自身情况的绩效考核体系是企业管理者急需解决的问题之一。本文以平衡记分卡绩效管理理论和关键业绩指标绩效管理理论为指导，在综合国内外绩效管理成果的基础上，分析津升集团公司总部人员绩效考核现状，津升集团公司总部人员绩效考核存在以下问题：绩效目标缺乏战略导向、绩效考核指标体系不尽合理、绩效结果没有得到充分运用等问题。主要原因有以下几个方面：高层管理者理念不统一、缺乏绩效文化、对绩效考核体系的作用缺乏认识、人力资源专业管理技能欠缺。基于集团总部人员工作业绩的较难测定性及专业分工性，构建分层分类的人员绩效考核体系，才能实现对集团人员的个性化考评，发挥绩效考核的最大功效，，促进集团总部人员工作绩效的提升。对于不同层级的人员选用不同的考评办法；如高层管理人员选用平衡记分卡发，部门经理类人员选用综合考评分法，基层人员选用KIP考评的方法。绩效考核的实施分为以下五个步骤：项目启动、宣贯阶段、考核体系设计阶段、考核体系试运行、考核体系正式实施。绩效考核体系的改进可以促使津升集团公司将公司战略转化为各具体岗位的实际行动方案，通过对工作目标执行过程和结果的监控，薪酬与个人绩效紧密结合，进一步促进总部各级人员的学习与成长，提升津升集团公司的整体竞争力。
[Abstract]:The performance appraisal system is the important link in the modern enterprise human resources management and the enterprise management, is the enterprise strategic goal to carry out smoothly and the effective monitoring means. Performance appraisal system is a dynamic process of continuous adjustment and continuous improvement along with the enterprise reform and development stage. Under the background of the depression of ferroalloy smelting industry and the comprehensive management policy of the smelting enterprise issued by the state. The implementation of performance appraisal system has a very positive and far-reaching significance for enterprises. How to build a performance appraisal system suitable for the enterprise's own situation is one of the problems that enterprise managers urgently need to solve. Under the guidance of the balanced Scorecard performance management theory and the key performance index performance management theory, this paper analyzes the current situation of the performance appraisal of the headquarter staff of Jinsheng Group Company on the basis of synthesizing the domestic and foreign performance management results. There are the following problems in the performance appraisal of the headquarter of Jinsheng Group: the lack of strategic direction of the performance objectives and the unreasonable performance appraisal index system. The main reasons are as follows: the concept of senior management is not unified, the lack of performance culture, the lack of understanding of the role of performance appraisal system. Human resources professional management skills lack. Based on the group headquarters staff performance measurement and professional division of labor, the establishment of a hierarchical classification of personnel performance appraisal system, in order to achieve the group personnel personalized evaluation. Give full play to the maximum effect of performance appraisal and promote the improvement of the work performance of the headquarter staff of the Group. Choose different evaluation methods for different levels of personnel; For example, senior management choose balanced scorecard, department managers choose comprehensive evaluation method, grass-roots personnel choose KIP evaluation method. The implementation of performance appraisal is divided into the following five steps: project start. Publicity stage, evaluation system design phase, the test system trial operation, the formal implementation of the assessment system. The improvement of the performance appraisal system can promote the company to transform the company strategy into the actual action plan of each specific position, through the monitoring of the implementation process and results of the work objectives. Pay and personal performance are closely combined to further promote the headquarters at all levels of learning and growth to enhance the overall competitiveness of Jinsheng Group.
【学位授予单位】：湖南大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F426.3

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