K公司绩效管理问题诊断对策研究
发布时间：2018-11-16 16:42
【摘要】：随着中国加入世界贸易组织后与国际经济的大融合，关税的逐渐降低导致国内商品的价格优势渐渐消失。同时，由于科学技术和管理理念与发达国家存在着差距，我国经济的发展也受到制约。如电子数码、汽车、外贸进出口、移动终端设备制造、计算机软件等行业都受到强烈的冲击，K公司就是其中之一。随着近年来智能电网技术在世界各国的迅猛发展，电力企业间及周边产品企业间的竞争也不断加剧；与此同时，中国对外国企业的准入条件不断放低，越来越多的跨国企业转战中国市场并在国内设立分公司，导致整个行业对计算机信息化的人才需求不断加大。中国民营IT企业如何保持自身的核心竞争力，激发出员工的潜能和积极性，，增强员工的归属感，做到内外部的相对公平，是本文要讨论的重点问题。 本文采取企业诊断的形式，在对K公司的内外部环境、目前的战略规划、及绩效管理现状进行评估分析后，结合人力资源中绩效管理的相关理论知识、先进理念，参考学习大量的文献著作以及众多学者的研究成果后，采用多种研究方法：如问卷调查法、访谈法等诊断分析出K公司绩效管理工作流程中存在的问题，并针对这些问题提出可行性的改进建议，合理配置人力资源的各项资源，提高企业的生产效率，以增强企业的整体竞争力。 通过对K公司绩效管理存在问题的分析诊断，本文认为K公司存在的主要问题有：绩效管理意识与技术方法缺乏；公司战略目标分解体系缺失；公司缺乏科学的绩效考核指标体系；绩效管理流于形式；绩效考核结果没有得到有效应用。本文据此提出明确各级管理人员的角色与定位、提升绩效指标体系科学化水平、建立完善的绩效考核监督制度、加强绩效考评结果的应用，如深入地、多途径地运用绩效考评结果以及增强绩效反馈力度等建议。
[Abstract]:With China's accession to the World Trade Organization (WTO) and its integration with the international economy, the price advantages of domestic commodities gradually disappear as tariffs gradually decrease. At the same time, the economic development of our country is restricted because of the gap between science and technology and management concept. Such as electronic digital, automobile, foreign trade import and export, mobile terminal equipment manufacturing, computer software and other industries are strongly impacted, K company is one of them. With the rapid development of smart grid technology in the world in recent years, the competition between power enterprises and the surrounding products enterprises is also increasing. At the same time, China's entry conditions for foreign enterprises are constantly lowered, and more multinational enterprises turn to the Chinese market and set up branches in China, which leads to the increasing demand for computer information personnel in the whole industry. How to maintain the core competitiveness of Chinese private IT enterprises, stimulate the potential and enthusiasm of employees, enhance the sense of belonging of employees, and achieve the relative fairness inside and outside are the key issues to be discussed in this paper. This paper takes the form of enterprise diagnosis, after evaluating and analyzing the internal and external environment, current strategic planning, and performance management status of K Company, combining with the relevant theoretical knowledge of performance management in human resources, advanced ideas, Referring to a large number of literature works and the research results of many scholars, we use a variety of research methods: such as questionnaire survey, interviews and other diagnoses to analyze the problems existing in the performance management workflow of K Company. In view of these problems, the paper puts forward some feasible suggestions for improvement, reasonable allocation of human resources, and improvement of production efficiency, so as to enhance the overall competitiveness of enterprises. Based on the analysis and diagnosis of the problems existing in the performance management of K Company, this paper points out that the main problems in K Company are: lack of awareness and technical methods of performance management, lack of decomposition system of strategic objectives, lack of strategic objective decomposition system, and lack of strategic objective decomposition system. The company lacks scientific performance appraisal index system; performance management is mere formality; the result of performance appraisal has not been applied effectively. Based on this, this paper puts forward to clarify the role and positioning of managers at all levels, to promote the scientific level of performance index system, to establish a perfect performance appraisal supervision system, and to strengthen the application of the results of performance appraisal, such as, Multi-way use of performance appraisal results and enhance performance feedback and other recommendations.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.6;F272.92;F272.5
本文编号：2336052
[Abstract]:With China's accession to the World Trade Organization (WTO) and its integration with the international economy, the price advantages of domestic commodities gradually disappear as tariffs gradually decrease. At the same time, the economic development of our country is restricted because of the gap between science and technology and management concept. Such as electronic digital, automobile, foreign trade import and export, mobile terminal equipment manufacturing, computer software and other industries are strongly impacted, K company is one of them. With the rapid development of smart grid technology in the world in recent years, the competition between power enterprises and the surrounding products enterprises is also increasing. At the same time, China's entry conditions for foreign enterprises are constantly lowered, and more multinational enterprises turn to the Chinese market and set up branches in China, which leads to the increasing demand for computer information personnel in the whole industry. How to maintain the core competitiveness of Chinese private IT enterprises, stimulate the potential and enthusiasm of employees, enhance the sense of belonging of employees, and achieve the relative fairness inside and outside are the key issues to be discussed in this paper. This paper takes the form of enterprise diagnosis, after evaluating and analyzing the internal and external environment, current strategic planning, and performance management status of K Company, combining with the relevant theoretical knowledge of performance management in human resources, advanced ideas, Referring to a large number of literature works and the research results of many scholars, we use a variety of research methods: such as questionnaire survey, interviews and other diagnoses to analyze the problems existing in the performance management workflow of K Company. In view of these problems, the paper puts forward some feasible suggestions for improvement, reasonable allocation of human resources, and improvement of production efficiency, so as to enhance the overall competitiveness of enterprises. Based on the analysis and diagnosis of the problems existing in the performance management of K Company, this paper points out that the main problems in K Company are: lack of awareness and technical methods of performance management, lack of decomposition system of strategic objectives, lack of strategic objective decomposition system, and lack of strategic objective decomposition system. The company lacks scientific performance appraisal index system; performance management is mere formality; the result of performance appraisal has not been applied effectively. Based on this, this paper puts forward to clarify the role and positioning of managers at all levels, to promote the scientific level of performance index system, to establish a perfect performance appraisal supervision system, and to strengthen the application of the results of performance appraisal, such as, Multi-way use of performance appraisal results and enhance performance feedback and other recommendations.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.6;F272.92;F272.5
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