中冶连铸技术工程有限责任公司员工绩效管理研究

发布时间：2018-08-10 21:28

【摘要】：随着全球经济发展和企业环境变化，，仅停留在员工工作业绩评估层面的管理已不能满足公司发展的需要。作为企业管理者，有必要从结合自己所在企业的实际经营情况，研究并开发出一套科学、有效的绩效管理体系，包括从正确认识绩效管理的目的入手，到开发出一套考评体系，包括考评原则、考评指标、考评程序和考评方法，从而提升个人及组织绩效，确保组织能够在长期的市场竞争中不断成长。本文从绩效管理的内涵和意义入手，以中冶连铸技术工程有限责任公司（以下简称“中冶连铸公司”）这一传统的冶金行业企业为研究对象，从公司战略发展目标作为出发点，综合运用目标管理（MBO）、关键绩效指标（KPI）及平衡计分卡（BSC）等绩效管理的理论，并通过文献比较法与公司现场调研法结合，通过将理论与公司现有绩效数据联系比较，分析诊断了现有的绩效体存在的问题和缺陷，其中有绩效目的与组织战略不匹配、考核指标的确立不合理、没有有效的绩效反馈和沟通等等，并找出问题产生的原因，然后通过对公司现行绩效管理体系经行调查与梳理并加以改进，从绩效目标的制定与下达、绩效辅导与反馈、绩效跟踪与评价、绩效评价结果及运用等各个方面重构公司绩效管理体系。新的绩效管理体系通过一段时间的运行，切实起到了增强组织内部活力、并让公司和个人绩效不断得到提升的作用，让绩效管理真正成帮助组织实现战略的一个有效管理手段。
[Abstract]:With the development of global economy and the change of enterprise environment, the management of employee performance evaluation can not meet the needs of the development of the company. As an enterprise manager, it is necessary to study and develop a set of scientific and effective performance management system, including starting with the correct understanding of the purpose of performance management, to develop a set of evaluation system. Including evaluation principles, evaluation indicators, evaluation procedures and evaluation methods to improve individual and organizational performance, to ensure that the organization can continue to grow in long-term market competition. Starting with the connotation and significance of performance management, this paper takes China Metallurgical Technology Engineering Co., Ltd (hereinafter referred to as "China Metallurgical continuous casting Company"), a traditional metallurgical industry enterprise, as the research object, starting from the strategic development goal of the company. This paper synthetically applies the theory of performance management such as (MBO), key performance index (KPI) and balanced scorecard (BSC), and combines the literature comparison method with the company field investigation method, and compares the theory with the existing performance data. This paper analyzes and diagnoses the problems and defects existing in the existing performance body, including the mismatch between the performance purpose and the organizational strategy, the unreasonable establishment of the appraisal index, the lack of effective performance feedback and communication, and so on, and finds out the causes of the problems. Then through the company's current performance management system through investigation and sorting and improvement, from the performance of the formulation and issuance of goals, performance guidance and feedback, performance tracking and evaluation. To reconstruct the performance management system in all aspects, such as performance evaluation results and application. Through a period of time, the new performance management system has effectively enhanced the internal vitality of the organization, and made the company and individual performance continuously improve, so that the performance management has become an effective management means to help the organization realize the strategy.
【学位授予单位】：华中科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.3

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