M公司绩效管理体系设计

发布时间：2018-01-02 21:40

本文关键词：M公司绩效管理体系设计　出处：《西南财经大学》2005年硕士论文　论文类型：学位论文

【摘要】：绩效管理体系设计是建立现代企业人力资源管理制度的前提和核心。如何设计和建立一套科学的、符合中国国情以及适应企业战略发展需要的绩效管理体系,对国内企业来说,是一个全新而重大的课题。尤其对于一些中小企业而言,如何根据企业的实际情况,建立一套科学的绩效管理体系以提高企业竞争力,是这些企业能否发展壮大的关键。由于目前大多数中小企业过于关注销售收入和发展速度,同时却缺少一套人力资源管理系统来支撑业务的快速发展,尤其是一套有效的绩效管理体系,使得企业的进一步发展受到严重影响。因此,对于这些企业来说,建立一套适合企业的绩效管理体系已经是一项紧迫而重要的工作。本论文是作者在M 公司在绩效管理方面所做的一些探索,引入了两种目前国外企业界已成功使用的设定绩效指标体系的方法平衡记分卡与关键绩效指标,并从公司的战略角度出发,综合运用了平衡记分法与关键绩效指标来构建企业、企业内各部门及员工的绩效指标体系,建立适应公司长期发展的绩效管理体系,力图解决发展速度与质量间的矛盾。本论文共分四个部分: 第一部分介绍了绩效与绩效管理的一些基础理论,对绩效、绩效考核、绩效管理的概念进行了区分,并研究了它们之间的区别和联系,界定了什么是系统的绩效管理思想,这些理论构成了设计M 公司绩效管理体系的理论基础,并着重介绍了平衡记分卡与关键绩效指标的基本概念和理论。第二部分对M 公司绩效管理现状进行了分析,对其中存在的问题
[Abstract]:Performance management system design is the premise and core of establishing modern enterprise human resource management system. How to design and establish a set of scientific performance management system in line with China's national conditions and meet the needs of strategic development of enterprises. For domestic enterprises, it is a new and important issue, especially for some small and medium-sized enterprises, how to establish a set of scientific performance management system to improve the competitiveness of enterprises according to the actual situation of enterprises. Is the key to the growth of these enterprises. At present, most SMEs pay too much attention to sales revenue and development speed, but lack a set of human resource management system to support the rapid development of business, especially an effective performance management system. The further development of enterprises is seriously affected. Therefore, it is an urgent and important task for these enterprises to establish a set of performance management system suitable for enterprises. This paper is the author of M company in the performance management of some of the exploration. This paper introduces two methods of setting performance indicator system which have been successfully used by foreign enterprises at present, and balances scorecard with key performance indicators, and sets out from the strategic point of view of the company. Comprehensive use of balanced scoring method and key performance indicators to build enterprises, departments and employees of the performance indicators system, to establish a long-term development of the company's performance management system. Try to solve the contradiction between development speed and quality. This thesis is divided into four parts: The first part introduces some basic theories of performance and performance management, differentiates the concepts of performance, performance appraisal and performance management, and studies the differences and connections between them. This paper defines what the systematic performance management thought is. These theories constitute the theoretical basis of designing M company's performance management system. The basic concepts and theories of balanced Scorecard and key performance indicators are introduced emphatically. The second part analyzes the current situation of M Company's performance management and the existing problems.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2005
【分类号】：F279.26

【引证文献】