TY公司研发人员绩效考核体系研究

发布时间：2018-01-21 03:05

本文关键词： 绩效考核层次分析法研发人员　出处：《东北大学》2012年硕士论文　论文类型：学位论文

【摘要】：IT行业是新兴科技行业中的典型代表,IT行业的从业人员是知识型员工中一类特殊的群体,其具有相应的专业特长和较高的个人素质,具有较高的创造性和自主性。对该类人员进行科学合理的绩效考核是现代人类资源管理的核心内容。TY公司是沈阳的一家小型IT企业,研发人员的绩效考核一直是人力资源的难点。如何对TY公司的研发人员进行有效的绩效考核,并与其他人力资源管理职能相结合,是解决研发人员工作满意度不高、激励无法达到最大化,人才流动率高等问题的关键。针对此问题,本文在前人研究的成果上,对TY公司研发人员绩效考核体系进行了比较深入的探讨。主要研究工作如下：首先介绍了本文的研究背景及意义,阐述了本文的研究内容和方法,并进一步给出了本文的研究思路和框架。然后阐述了员工绩效考核的理论基础,详细分析了员工绩效考核中几种常见的考核方法。本文将TY公司的研发人员分成三类,即项目经理、测试人员和编码人员,在对其各自的工作内容进行分析的基础上,结合研发人员绩效考核的现状,指出了TY公司研发人员绩效考核存在考核方法单一、考核指标设计不明确、考评导向不合理、考核主体较少、考核周期设置不理等问题。在此基础上进一步采用层次分析法、目标管理法、关键绩效指标法、平衡计分卡法和360度绩效考核法的思路建立了全新的TY公司三类人员的绩效考核体系,并提出了具体的实施策略。在文章最后,总结了本文的主要研究成果及结论、研究中存在的不足以及未来的研究方向。
[Abstract]:It industry is a typical representative of the emerging science and technology industry IT industry practitioners are a special group of knowledge workers with the corresponding professional expertise and high personal quality. With high creativity and autonomy, scientific and reasonable performance appraisal is the core content of modern human resource management. TY is a small IT enterprise in Shenyang. Research and development personnel performance appraisal has been a difficult point of human resources. How to effectively evaluate the performance of R & D personnel in TY company and combine with other human resource management functions. It is the key to solve the problems of low job satisfaction, low incentive and high turnover rate. Aiming at this problem, this paper makes a deep discussion on the performance appraisal system of R & D personnel in TY Company on the basis of previous research results. The main research work is as follows: Firstly, it introduces the research background and significance of this paper, expounds the research contents and methods of this paper, and further gives the research ideas and framework of this paper. Then, it expounds the theoretical basis of employee performance appraisal. This paper analyzes several common evaluation methods in employee performance appraisal. This paper divides the R & D personnel of TY Company into three categories, that is, project manager, tester and coding personnel. On the basis of the analysis of their respective work content, combined with the current situation of R & D personnel performance appraisal, the paper points out that there is a single assessment method for R & D personnel performance appraisal in TY company, and the design of evaluation index is not clear. The evaluation guidance is unreasonable, the main body of assessment is less, the evaluation cycle is ignored and so on. On this basis, the AHP, the objective management method and the key performance index method are further adopted. Balanced Scorecard method and 360-degree performance appraisal method set up a new performance appraisal system for three categories of personnel in TY Company, and put forward the specific implementation strategy. At the end of the article. This paper summarizes the main research results and conclusions, the shortcomings of the research and the future research direction.
【学位授予单位】：东北大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F49

【参考文献】