WH青岛公司一线员工绩效管理方案设计
发布时间：2018-08-03 19:43
【摘要】：在全球激烈竞争的行业环境下,要求每一个公司员工的工作必须向激光一样聚焦,以期实现战略目标。作为人力资源管理的核心,绩效管理将工作设计,员工招聘,培训,目标设定,薪酬管理,员工发展等紧密联系起来,是企业战略目标得以实现的关键。 WH公司是从事汽车配件制造的外资企业,成立于2005年8月。建厂初期,对一线员工的管理也是简单粗框式管理,没有完善的绩效管理系统,在人数少,管理幅度不大的情况下,绩效管理体系的欠缺对公司运营产生的影响并不显著；随着精益组织架构的变更,生产规模的迅速扩大,绩效管理体系并没有相应跟进,特别是一线员工的绩效管理问题便突显出来。 绩效考核体系不健全,绩效考核指标与公司战略指标脱节,考核过程有失公正公平,缺乏监控,考评周期过长,缺乏考核结果的反馈,不能及时激励员工,考核结果应用片面等问题,严重影响了员工工作积极性和士气,员工满意度降低,流失率高,工作效率低下,加班多,企业指标无法完成,高成本,低质量,迟交付等问题导致企业丧失了竞争力,阻碍公司的进一步发展。建立和优化一线员工的绩效管理方案已迫在眉睫。 本文以绩效管理相关理论和国内外先进研究结果为依据,通过问卷调查,员工访谈等方法,对WH公司一线员工绩效管理存在的问题及原因进行分析,结合精益生产的价值流组织结构特点,将公司战略目标分解为一线团队的目标,同时基于一线员工岗位职责要求,设定关键绩效考核指标,定义详细的绩效评估标准、评估周期及评估主体要求,形成一套简单、科学、合理,可执行性强的一线员工绩效管理方案。 在员工绩效沟通和反馈方面,本着双方参与,公平公正原则,综合运用非正式沟通,正式沟通,书面记录等方式,以事实数据为基础,对考核结果进行反馈,管理人员和员工共同制定绩效改进措施,跟踪绩效改善有效性。 在绩效考核结果应用方面,贯穿于员工招募,培训,岗位调整,绩效改进,薪酬管理,员工发展等全过程,使绩效管理真正体现出核心价值和作用,提升员工能力和绩效,从而提升组织业绩,实现公司的可持续发展。 本文主要创新点是平衡计分卡与关键绩效指标综合运用到WH公司一线员工绩效管理中,将公司战略目标按照客户、财务、内部流程、员工成长与发展的四个维度进行层层分解,形成一线团队的工作目标；结合岗位职责要求,从员工绩效和员工发展潜能两个维度,工作业绩,工作态度,岗位技能,胜任素质四个层面设定关键绩效指标；考核方法采用团队绩效与个人绩效结合,员工在提升个人绩效同时,更重视团队合作,使个人目标,团队目标与组织目标相一致。在绩效考核指标制定过程中,采用一线员工和考核主体全员参与,在绩效管理方案执行过程中,管理人员和一线员工进行双向沟通,充分理解绩效管理方案细节,共同达成绩效目标。 通过本文的研究,将国内外先进绩效管理理论同精益制造企业实际相结合,基于WH公司文化和愿景目标,个人目标与公司目标相一致,员工与公司共同成长与发展的管理理念,优化设计了一线员工的绩效管理方案,明确职责,并制定绩效管理实施流程,从而保证设计的绩效考核方案有效落地,为精益制造企业的一线员工绩效评估探索新的思路。
[Abstract]:Under the environment of fierce competition in the world, the work of the employees of each company must be focused on the laser to achieve the strategic goal. As the core of human resource management, performance management is closely linked with work design, employee recruitment, training, goal setting, salary management, and employee development. It is the strategic goal of the enterprise. The key to the realization.
WH company is a foreign-funded enterprise engaged in auto parts manufacturing. It was established in August 2005. At the beginning of the factory, the management of the staff was also simple and rough management. There was no perfect performance management system. In the case of small number of people and little management, the lack of performance management system had no significant impact on the operation of the company. With the change of organizational structure and the rapid expansion of production scale, the performance management system has not been followed up, especially the performance management problems of front-line employees are highlighted.
The performance appraisal system is not perfect, the performance appraisal index and the company strategic index are disjointed, the assessment process has the impartiality and fairness, the lack of monitoring, the long examination cycle, the lack of feedback of the assessment results, can not prompt the employees in time, and the assessment results apply one-sided problems, which seriously affect the employees' enthusiasm and morale, the employee satisfaction is reduced and the loss is reduced. The high rate, low work efficiency, overtime work, the inability to complete the enterprise index, high cost, low quality and late delivery have caused the enterprise to lose its competitiveness and hindered the further development of the company. It is imminent to establish and optimize the performance management scheme of the frontline employees.
Based on the related theories of performance management and the advanced research results at home and abroad, this paper analyzes the problems and causes of the performance management of WH front-line employees through questionnaire survey and employee interviews. First line staff job requirements, set key performance evaluation indicators, define detailed performance evaluation standards, evaluation cycle and evaluation subject requirements, form a simple, scientific, reasonable, and highly executable staff performance management program.
In the aspects of employee performance communication and feedback, in accordance with the principle of mutual participation, fair and just, informal communication, formal communication, written record and so on, the results are fed back on the basis of fact data, and the managers and employees work together to make performance improvement measures together to track performance improvement effectiveness.
In the application of performance assessment results, it runs through the whole process of employee recruitment, training, post adjustment, performance improvement, salary management, and employee development, so that performance management truly embodies the core value and function, enhance the staff's ability and performance, thus improve the organizational performance and realize the sustainable development of the company.
The main innovation of this paper is that the Balanced Scorecard and key performance indicators are integrated into the staff performance management of WH company. The strategic objectives of the company are divided into four dimensions, namely, customer, finance, internal process, and employee growth and development. Staff development potential two dimensions, work performance, work attitude, job skills, competence and quality of four levels set key performance indicators; assessment methods use team performance and personal performance, employees in the promotion of personal performance, and more attention to team cooperation, so that individual goals, team goals and organizational goals consistent. In the process of setting the index, the staff and the whole staff are involved in the process. In the execution of the performance management program, the managers and the staff of the front line communicate with each other, fully understand the details of the performance management scheme and achieve the performance goals together.
Through the study of this paper, the advanced performance management theory at home and abroad is combined with the practice of lean manufacturing enterprise. Based on the culture and vision target of WH company, the individual goal is consistent with the company goal, the management idea of the staff and the company is growing and developing together, the performance management scheme is designed, the responsibility is clearly defined, and the performance is made. Manage the implementation process, so as to ensure the design of the performance appraisal program effectively landed, for lean manufacturing enterprises to explore new ideas for the performance evaluation of front-line employees.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.6
本文编号：2162810
[Abstract]:Under the environment of fierce competition in the world, the work of the employees of each company must be focused on the laser to achieve the strategic goal. As the core of human resource management, performance management is closely linked with work design, employee recruitment, training, goal setting, salary management, and employee development. It is the strategic goal of the enterprise. The key to the realization.
WH company is a foreign-funded enterprise engaged in auto parts manufacturing. It was established in August 2005. At the beginning of the factory, the management of the staff was also simple and rough management. There was no perfect performance management system. In the case of small number of people and little management, the lack of performance management system had no significant impact on the operation of the company. With the change of organizational structure and the rapid expansion of production scale, the performance management system has not been followed up, especially the performance management problems of front-line employees are highlighted.
The performance appraisal system is not perfect, the performance appraisal index and the company strategic index are disjointed, the assessment process has the impartiality and fairness, the lack of monitoring, the long examination cycle, the lack of feedback of the assessment results, can not prompt the employees in time, and the assessment results apply one-sided problems, which seriously affect the employees' enthusiasm and morale, the employee satisfaction is reduced and the loss is reduced. The high rate, low work efficiency, overtime work, the inability to complete the enterprise index, high cost, low quality and late delivery have caused the enterprise to lose its competitiveness and hindered the further development of the company. It is imminent to establish and optimize the performance management scheme of the frontline employees.
Based on the related theories of performance management and the advanced research results at home and abroad, this paper analyzes the problems and causes of the performance management of WH front-line employees through questionnaire survey and employee interviews. First line staff job requirements, set key performance evaluation indicators, define detailed performance evaluation standards, evaluation cycle and evaluation subject requirements, form a simple, scientific, reasonable, and highly executable staff performance management program.
In the aspects of employee performance communication and feedback, in accordance with the principle of mutual participation, fair and just, informal communication, formal communication, written record and so on, the results are fed back on the basis of fact data, and the managers and employees work together to make performance improvement measures together to track performance improvement effectiveness.
In the application of performance assessment results, it runs through the whole process of employee recruitment, training, post adjustment, performance improvement, salary management, and employee development, so that performance management truly embodies the core value and function, enhance the staff's ability and performance, thus improve the organizational performance and realize the sustainable development of the company.
The main innovation of this paper is that the Balanced Scorecard and key performance indicators are integrated into the staff performance management of WH company. The strategic objectives of the company are divided into four dimensions, namely, customer, finance, internal process, and employee growth and development. Staff development potential two dimensions, work performance, work attitude, job skills, competence and quality of four levels set key performance indicators; assessment methods use team performance and personal performance, employees in the promotion of personal performance, and more attention to team cooperation, so that individual goals, team goals and organizational goals consistent. In the process of setting the index, the staff and the whole staff are involved in the process. In the execution of the performance management program, the managers and the staff of the front line communicate with each other, fully understand the details of the performance management scheme and achieve the performance goals together.
Through the study of this paper, the advanced performance management theory at home and abroad is combined with the practice of lean manufacturing enterprise. Based on the culture and vision target of WH company, the individual goal is consistent with the company goal, the management idea of the staff and the company is growing and developing together, the performance management scheme is designed, the responsibility is clearly defined, and the performance is made. Manage the implementation process, so as to ensure the design of the performance appraisal program effectively landed, for lean manufacturing enterprises to explore new ideas for the performance evaluation of front-line employees.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.6
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