DY控股集团有限公司业务主管绩效考核
发布时间：2018-10-31 16:07
【摘要】：DY控股集团经过十几年的拼搏努力,从一个只有3000元资金、2名员工、12平方的燃具小店铺发展成为一家拥有“经典厨卫”、“品质房产”、“实业投资”三大事业板块,员工3000余名,资产12亿元,销售超18亿元的大型现代化企业集团,实属不易。未来企业如果想在当下这个竞争激烈的社会依然屹立不倒,那么构建科学的绩效考核体系就成为了重中之重。 业务主管在DY控股集团中可以说扮演了一个承上启下的角色,是该集团的中坚力量,所以我们就业务主管现行的绩效考核进行深入研究,从点入手,解决这个关键一环目前仍然存在的问题。笔者通过调查问卷,面谈等方式,发现了DY控股集团业务主管绩效考核中存在的一系列问题,诸如：考核目的不明确,考核系统不健全,考核方法不科学等,如果还不进行大刀阔斧的改革,那么DY控股集团不仅将直面现在这种裹足不前的局面,未来将会遇到更多棘手的问题。 因此,本文在借鉴国内外绩效管理和业务主管绩效考核的研究成果和相关理论的基础上,针对DY控股集团业务主管绩效考核存在的主要问题进行对症下药,首先用关键指标法确定评价指标、接着运用层次分析法确定绩效考核指标权重,并结合360度绩效评估法对评价对象进行打分,通过定量与定性的有机结合,得出科学完整的绩效考核体系。 未来将引入这套科学的考核体系,从而全方面的提升业务主管的竞争力,同时也可以将之在集团内推广,供其他部门借鉴改革。与此同时,本文也丰富了民营企业绩效考核的研究。
[Abstract]:After more than ten years of hard work, DY Holdings Group has developed from a small store with only 3000 yuan of capital, 2 employees and 12 square meters of burning utensils into a "classic kitchen and bathroom", "quality real estate" and "industrial investment" three major business sectors. More than 3000 employees, assets of 1.2 billion yuan, sales of more than 1.8 billion yuan large-scale modern enterprise group, is not easy. If enterprises in the future want to stand firm in this competitive society, then the construction of scientific performance appraisal system has become the top priority. Business executives can be said to play a connecting role in the DY holding group, which is the backbone of the group, so we conduct in-depth research on the current performance appraisal of business executives, starting from the point. Solve the problem that this key link still exists at present. By means of questionnaire, interview and so on, the author finds out a series of problems existing in the performance appraisal of DY holding group business executives, such as: the purpose of appraisal is not clear, the appraisal system is not perfect, the assessment method is not scientific, etc. Without drastic reforms, DY Holdings will not only face up to the current situation, but will face more thorny problems in the future. Therefore, based on the research results and relevant theories of performance management and business executive performance appraisal at home and abroad, this paper aims at the main problems of DY holding group business executives performance appraisal. Firstly, the evaluation index is determined by the key index method, and then the weight of the performance appraisal index is determined by the analytic hierarchy process (AHP), and the evaluation object is scored by the 360-degree performance evaluation method, which is organically combined with the quantitative and qualitative analysis. A scientific and complete performance appraisal system is obtained. In the future, this scientific evaluation system will be introduced to enhance the competitiveness of business executives in all aspects, and can also be promoted in the group for other departments to learn from the reform. At the same time, this article also enriches the private enterprise performance appraisal research.
【学位授予单位】：兰州理工大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.6;F272.92
本文编号：2302808
[Abstract]:After more than ten years of hard work, DY Holdings Group has developed from a small store with only 3000 yuan of capital, 2 employees and 12 square meters of burning utensils into a "classic kitchen and bathroom", "quality real estate" and "industrial investment" three major business sectors. More than 3000 employees, assets of 1.2 billion yuan, sales of more than 1.8 billion yuan large-scale modern enterprise group, is not easy. If enterprises in the future want to stand firm in this competitive society, then the construction of scientific performance appraisal system has become the top priority. Business executives can be said to play a connecting role in the DY holding group, which is the backbone of the group, so we conduct in-depth research on the current performance appraisal of business executives, starting from the point. Solve the problem that this key link still exists at present. By means of questionnaire, interview and so on, the author finds out a series of problems existing in the performance appraisal of DY holding group business executives, such as: the purpose of appraisal is not clear, the appraisal system is not perfect, the assessment method is not scientific, etc. Without drastic reforms, DY Holdings will not only face up to the current situation, but will face more thorny problems in the future. Therefore, based on the research results and relevant theories of performance management and business executive performance appraisal at home and abroad, this paper aims at the main problems of DY holding group business executives performance appraisal. Firstly, the evaluation index is determined by the key index method, and then the weight of the performance appraisal index is determined by the analytic hierarchy process (AHP), and the evaluation object is scored by the 360-degree performance evaluation method, which is organically combined with the quantitative and qualitative analysis. A scientific and complete performance appraisal system is obtained. In the future, this scientific evaluation system will be introduced to enhance the competitiveness of business executives in all aspects, and can also be promoted in the group for other departments to learn from the reform. At the same time, this article also enriches the private enterprise performance appraisal research.
【学位授予单位】：兰州理工大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.6;F272.92
【参考文献】
相关期刊论文 前4条
1 刘书庆;白静涛;;企业高层管理者年度绩效考核方案设计[J];商业研究;2006年09期
2 房艳君;贺亮;;如何使360度绩效考核制度更有效[J];商业经济;2006年10期
3 蒋致远;;德意:中国最具潜力百强企业访德意控股集团董事长高德康[J];家用电器;2006年09期
4 李继先;;“浙商”的企业文化创新——以浙江德意公司的廉洁文化建设为例[J];企业研究;2009年08期
，本文编号：2302808
本文链接：https://www.wllwen.com/guanlilunwen/shengchanguanlilunwen/2302808.html
