齐齐哈尔联通公司一线经理绩效考核体系设计

发布时间：2018-01-14 12:17

本文关键词：齐齐哈尔联通公司一线经理绩效考核体系设计　出处：《吉林大学》2012年硕士论文　论文类型：学位论文

【摘要】：通信行业新技术、新业务的迅猛发展令中国联通、中国电信、中国移动三家通信运营商面临着日趋激烈的市场竞争，通信运营商为了在激烈的通信市场竞争中提高业务收入、发展壮大客户群，必须从提高企业管理方面寻求突破口，通过对人力资源的有效管理，使得通信运营企业在市场竞争保持竞争优势。现代通信运营企业间的竞争本质上来讲，除了通信新技术、新设备的竞争，也是企业管理的竞争，要想在竞争激烈的通信市场中实现可持续发展，必须从管理入手，提高通信企业的核心竞争力和整体绩效水平，建立适合于通信运营企业的发展模式，最终使得通信运营企业能够将公司规模做大、作强，提高其在通信业界的赢利能力。齐齐哈尔联通公司，历经与国信寻呼、中国网通的融合，存在着企业文化融合相对困难，，员工队伍数量庞大，特别是内退员工、退休员工数量大，人工成本占收比大等诸多的难题。为了提高公司的赢利能力和在激烈的市场竞争中保持住领先优势，就需要通过科学、合理的绩效考核管理来对一线经理进行有效的激励，然而公司现行的绩效考核管理模式并没有有效地对一线经理起到激励作用，一线经理是公司直接面向客户推销产品、提供服务的市场经营一线员工，他们的工作表现也是代表了公司的窗口形象，公司业务的增长及维系更多的是依赖于一线经理的努力工作，为此建立一套客观的、行之有效的一线经理绩效考核体系对提升公司经营收入起到了至关重要的作用。本文从研究绩效考核在中国联通齐齐哈尔公司的运用出发，结合笔者切身的实际工作，通过对齐齐哈尔联通公司一线经理绩效管理现状的研究和分析，找出现行一线经理绩效考核存在的问题，通过应用KPI绩效管理思想，为齐齐哈尔联通公司一线经理构建一个基于KPI的绩效考核管理系统。整个体系的设计共分为四大章节进行阐述：第一章：齐齐哈尔联通公司基本概况和一线经理绩效考核现状。详细介绍了齐齐哈尔联通公司的基本业务情况和员工的年龄结构、学历分布、劳动合同签定等人力资源情况，以及齐齐哈尔联通公司的组织架构，通过对齐齐哈尔联通公司一线经理绩效管理现状进行详细的分析，列举了一线经理绩效管理存在的问题，并对一线经理绩效管理存在的问题进行了细致的分析。第二章：齐齐哈尔联通公司一线经理绩效考评体系设计的基础工作。在这一章，介绍了齐齐哈尔联通公司战略和齐齐哈尔联通公司战略对绩效考评的意义，经过对齐齐哈尔联通公司战略目标的确认，以及对一线经理各工作岗位职责的重新梳理和调整完善，完成了一线经理绩效体系设计的数据收集、整理等基础工作。第三章，齐齐哈尔联通公司一线经理KPI绩效考核体系的设计。通过将齐齐哈尔联通公司战略目标进行有效地分解，对一线经理考核体系设计的原则和指导思想进行了详细的介绍，并结合一线经理各工作岗位职责，提取到一线经理（商务客户经理、公众客户经理、政企客户经理、农村支局经理、社区维护经理、营业厅经理）的KPI关键考核指标，通过对一线经理的关键考核指标和绩效考评周期的设计，形成比较科学、合理的一线经理KPI考评体系。第四章，齐齐哈尔联通公司一线经理KPI绩效考核体系的实施。列举了一线经理绩效考评的流程、一线经理绩效考评申诉流程、一线经理绩效考评体系实施保障以及一线经理绩效考评体系在薪酬分配及职位升降等方面的应用。
[Abstract]:With the rapid development of new technology and new business in communication industry , China Unicom , China Telecom and China Mobile are facing fierce market competition . In order to improve the profitability of the company and keep the leading edge in the fierce market competition , the company ' s current performance appraisal management mode does not effectively motivate the first - line manager . However , the company ' s current performance appraisal management mode does not effectively motivate the first - line manager . Based on the application of China Unicom Qiqihar Company , this paper tries to find out the existing problems in the performance appraisal of first - line managers through the research and analysis of the current situation of performance management of the first - line manager of Qiqihar Co . , Ltd . , and constructs a KPI - based performance appraisal management system for the first - line manager of Qiqihar General Company through the application of KPI performance management thought . The design of the whole system is divided into four chapters : Chapter One : The basic situation of Qiqihar Co . , Ltd . and the current status of the first - line manager ' s performance appraisal . The basic business conditions of Qiqihar Co . , Ltd . and the employee ' s age structure , educational background distribution , labor contract signing and other human resources are introduced in detail , and the organizational structure of Qiqihar Co . , Ltd . is analyzed , and the problems existing in the performance management of the first - line manager are listed , and the problems of the performance management of the first - line managers are analyzed carefully . Chapter 2 : The basic work of the performance appraisal system design of the first - line manager of Qiqihar Co . , Ltd . In this chapter , the significance of the strategy of Qiqihar Co . and the strategy of Qiqihar Co . In chapter 3 , the design of KPI performance appraisal system for the first - line manager of Qiqihar Co . , Ltd . is introduced , and the key assessment indexes of the first - line manager ( Commercial Account Manager , Public Account Manager , Political and Enterprise Account Manager , Rural Branch Manager , Community Maintenance Manager and Business Office Manager ) are described in detail through the effective decomposition of the strategic objectives of Qiqihar Co . , Ltd . , and the KPI evaluation system of the first - line manager ( Commercial Account Manager , Public Account Manager , Political Enterprise Account Manager , Rural Branch Manager , Community Maintenance Manager and Business Office Manager ) is extracted . Chapter four , the implementation of the KPI performance appraisal system of the first - line manager of Qiqihar Co . , Ltd . lists the process of the first - line manager ' s performance appraisal , the process of the first - line manager ' s performance appraisal , the implementation of the first - line manager ' s performance appraisal system and the application of the first - line manager ' s performance appraisal system in the aspects of salary distribution and position lifting .

【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F626

【参考文献】