A公司设备维修人员绩效考核与激励机制研究

发布时间：2018-04-13 19:45

本文选题：人力资源 + 维修模式　；参考：《武汉工程大学》2014年硕士论文

【摘要】：近年来，随着化肥产能的逐渐释放，，行业总产能已严重过剩，市场竞争日益激烈。A公司作为化肥行业中的一员，同样面临行业竞争的威胁。由于新装置的投入运行，原有设备维修力量已不能够满足生产设备维护保障的需要，为此公司通过将2个部门装置维修外包，维修组织下放其它生产部门等改革，以期能够取得突破。由于绩效考核与激励的弊病由来已久，维修人员队伍的积极性、创造性并未得到提升，设备管理的效果并未改观。论文写作的过程中，通过大量阅读相关文献资料，了解绩效考核与激励的理论和方法，据此对A公司设备维修人员绩效考核与激励的现状进行分析。依据绩效考核与激励理论与实践，结合A公司设备维修人员绩效考核与激励的实际情况，设计了A公司设备维系人员绩效考核与激励机制调查问卷。问卷的问题主要涉及设备维修人员组织管理模式及定岗定编现状，维修人员对绩效考核的认识、绩效考核的实施，绩效考核对组织行为、士气的影响，设备维修人员薪酬的公平性，维修人员激励需求、职业发展及规划等方面。通过开展问卷调查，摸清设备维修人员对绩效考核与激励机制的看法及建议。发现设备维修人员的绩效考核存在以下问题：绩效考核与战略脱钩，考核指标设计不合理，绩效考核与激励脱钩，绩效考核缺乏面谈、反馈，绩效培训不足、员工绩效意识淡薄、绩效考核没有绩效记录支持等；薪酬水平低、缺乏公平性，难以体现职工绩效、激励性不足,注重物质激励、忽视精神激励，晋升通道不畅、员工缺乏职业生涯规划,培训激励流于形式、文化激励缺乏，激励未能满足个体差异等。本文立足企业设备维修组织模式及人员队伍现状，利用市场化原理，对A公司的设备维修组织模式优化，以期能够建立一个既面向企业内部市场，又对外提供服务的一种设备维修组织模式。运用平衡计分卡的思想对A公司绩效考核体系进行优化，体现了绩效考核关注财务指标又兼顾客户、流程、学习成长的一种平衡现象，建立针对设备维修人员的激励机制。期待能够调动A公司设备维修人员的积极性与创造性，提升设备维修的效率和效果，实现设备维修人员与企业的共赢；能够给予与A公司类似的企业在设备维修组织的设置、绩效考核与激励机制的开发有一定的启示作用。
[Abstract]:In recent years, with the gradual release of chemical fertilizer production capacity, the total capacity of the industry has been seriously overcapacity, and the market competition is increasingly fierce. A company, as a member of the chemical fertilizer industry, is also facing the threat of industry competition.Due to the operation of the new equipment, the original equipment maintenance force can no longer meet the needs of the maintenance and support of the production equipment. Therefore, the company has outsourced the maintenance of the two departments and devolved the maintenance organization to other production departments, etc.In order to make a breakthrough.Because of the long history of performance appraisal and incentive, the enthusiasm and creativity of maintenance personnel have not been improved, and the effect of equipment management has not been improved.In the process of writing, through reading a lot of relevant literature, we understand the theory and method of performance appraisal and incentive, and then analyze the present situation of equipment maintenance personnel performance appraisal and incentive in A company.According to the theory and practice of performance appraisal and incentive, combined with the actual situation of equipment maintenance personnel performance appraisal and incentive in A company, the questionnaire of performance appraisal and incentive mechanism of equipment maintenance personnel in A company was designed.The questions of the questionnaire mainly relate to the organization and management mode of equipment maintenance personnel and the status quo of the fixed post, the cognition of the maintenance personnel to the performance appraisal, the implementation of the performance appraisal, the effect of the performance appraisal on the organizational behavior and morale,Equipment maintenance staff pay fairness, maintenance staff incentive demand, career development and planning.Through the questionnaire survey, the author finds out the opinions and suggestions of the equipment maintenance personnel on the performance appraisal and incentive mechanism.It is found that the following problems exist in the performance appraisal of equipment maintenance personnel: performance appraisal and strategic decoupling, unreasonable design of appraisal index, decoupling of performance appraisal and incentive, lack of interview, feedback and insufficient performance training.The employee's performance consciousness is weak, the performance appraisal has no performance record support and so on; the salary level is low, the lack of fairness, difficult to reflect the employee's performance, the incentive is insufficient, pays attention to the material incentive, neglects the spirit incentive, the promotion channel is not smooth,Lack of career planning, lack of training incentives, lack of cultural incentives, lack of incentives to meet individual differences.Based on the enterprise equipment maintenance organization model and the present situation of the personnel, this paper optimizes the equipment maintenance organization mode of A Company by using the marketization principle, in order to establish an enterprise internal market.Also provides the service one kind of equipment maintenance organization pattern.The idea of balanced scorecard is used to optimize the performance appraisal system of company A, which reflects the balance phenomenon of performance appraisal paying attention to financial index and customer, process, learning and growth, and establishes the incentive mechanism for equipment maintenance personnel.Looking forward to arousing the enthusiasm and creativity of the equipment maintenance personnel of company A, improving the efficiency and effect of the equipment maintenance, realizing the win-win situation between the equipment maintenance personnel and the enterprise, and giving similar companies similar to company A to set up in the equipment maintenance organization.The development of performance appraisal and incentive mechanism has certain enlightenment function.
【学位授予单位】：武汉工程大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.72

【参考文献】