J集团AC分公司员工绩效考核体系再设计研究

发布时间：2018-05-28 20:26

本文选题：绩效考核 + 考核指标　；参考：《西北大学》2013年硕士论文

【摘要】：随着我省高速公路建设的蓬勃发展,这就对国有高速公路企业的运营管理提出了新的更高的要求。为保障国有高速公路企业的可持续发展,绩效考核作为企业管理中不可或缺的有效途径,对其高速公路企业的日常经营活动和决策起着越来越重要的指导意义。绩效考核是现代企业人力资源管理最重要的环节之一,而根据绩效考核的研究发展来看,绩效考核的目的一定要围绕企业的发展战略或者目标来制定,一定要通过建立公平合理的绩效考核体系,明确考核对象,采取客观有效的考核方式,进行信息公开透明的绩效沟通与反馈机制,减少外来因素所造成的负面消极影响,保证最终的绩效考核结果的公平、客观、公认以及员工的无异议,其结果可以应用在员工是否需要培训、员工奖励的多少、职位晋升和招聘等多个方面,而这对于企业的人力资源管理和可持续发展具有重要作用。本文以国有高速公路企业J集团AC分公司的员工绩效考核体系为研究对象,运用层次分析法、关键指标法等方法,分析AC分公司绩效考核体系的现状,并发现其存在的主要问题包括绩效考核目的定位过于模糊、绩效考核主体过于单一、绩效考核指标的确定不够科学合理、绩效考核结果缺乏反馈和申诉机制等。而其产生问题的主要原因包括不重视绩效考核的运用,员工对绩效考核理解认识不足,缺乏有效的绩效考核培训机制,工作岗位分析不细致等。本文主要从部门和岗位职责分析、岗位说明书、绩效考核指标的设计以及权重的分配、绩效考核主体的确定、绩效考核结果的运用、绩效考核结果的反馈与申诉机制等几个方面对AC分公司员工绩效考核体系的再设计进行了举例说明。为保证AC分公司新的绩效考核体系能够顺利实施,并提出了构建绩效考核的文化环境、绩效考核体系的培训、注重绩效考核过程的追踪以及加强其组织领导等配套措施。
[Abstract]:With the vigorous development of highway construction in our province, new and higher requirements are put forward for the operation and management of state-owned highway enterprises. In order to ensure the sustainable development of state-owned expressway enterprises, performance appraisal, as an indispensable and effective way in enterprise management, plays a more and more important role in guiding the daily operation and decision-making of highway enterprises. Performance appraisal is one of the most important links in modern enterprise human resource management. According to the research and development of performance appraisal, the purpose of performance appraisal must be formulated around the development strategy or goal of enterprise. It is necessary to establish a fair and reasonable performance appraisal system, to define the assessment object, to adopt an objective and effective assessment method, to carry out an open and transparent performance communication and feedback mechanism, and to reduce the negative and negative effects caused by external factors. Ensure that the final results of the performance appraisal are fair, objective, accepted and no objection to the employee. The results can be applied to whether the employee needs training, how much the employee rewards, the promotion and recruitment of the position, etc. This is important for the human resource management and sustainable development of enterprises. This paper takes the employee performance appraisal system of J Group AC Branch of the state-owned expressway enterprise as the research object, and analyzes the present situation of the performance appraisal system of AC branch company by using AHP and key index method. It is found that the main problems are that the purpose of performance appraisal is too vague, the main body of performance appraisal is too single, the determination of performance appraisal index is not scientific and reasonable, the result of performance appraisal lacks feedback and complaint mechanism, and so on. The main reasons for the problems include the lack of attention to the use of performance appraisal, the lack of understanding of performance appraisal, the lack of effective performance appraisal training mechanism, the lack of detailed job analysis and so on. This article mainly from the department and the post duty analysis, the post specification, the performance appraisal index design and the weight distribution, the performance appraisal main body determination, the performance appraisal result application, The feedback and complaint mechanism of the performance appraisal result are illustrated by examples of the redesign of the performance appraisal system of AC branch company. In order to ensure the successful implementation of the new performance appraisal system in AC Branch, this paper puts forward some supporting measures, such as constructing the cultural environment of performance appraisal, training the performance appraisal system, paying attention to the tracking of the performance appraisal process, and strengthening the organization and leadership of the company.
【学位授予单位】：西北大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F542.6

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