华润九新中层管理人员绩效管理体系优化研究

发布时间：2018-04-14 21:57

本文选题：中层管理人员 + 绩效管理体系　；参考：《湘潭大学》2014年硕士论文

【摘要】：当前世界经济的发展呈现全球化和知识经济的特点，企业的竞争要素开始转为资本、技术、人才等多元化要素的竞争，但人力资源在内的无形资产在未来的竞争越来越起到主导性作用，绩效管理作为人力资源最有效的工具和重要手段，对企业竞争力的提升，凝聚力和工作效能的提高起到关键性作用。近年来，国内企业已逐步接受和运用绩效管理的理论，但绩效管理往往一概而论，缺乏层次性，对于中层管理人员未针对其工作的特点和作用，制定一套行之有效的绩效管理体系，往往存在着与企业战略目标不符、绩效指标无法考核实际工作、绩效反馈机制不完善，绩效改进环节的缺失等问题，造成了中层管理的工作未有一个客观、公正的评价，他们工作的积极性和工作潜能未能得到充分发挥，，从而使公司的整体目标的实现大打折扣。本文以华润九新公司为例，以公司的中层管理人员为研究对象，通过文献分析法和调查问卷法，对目前中层管理人员绩效管理体系中存在的问题和不足进行分析，并找出问题存在的缘由，并已解决所存在问题为目标，对中层管理人员的绩效管理管理体系进行重新设计，对公司战略目标进行分析、通过岗位职责，将各个目标分配到个人，形成一个完成的目标管理体系，对针对目标所导出的考核指标进行筛选，选用关键指标对中层管理人员的工作行为和工作结果进行全面考核，并改变过去只注重绩效考核，而忽视其他环节的管理状态，增加了绩效面谈和绩效修正的环节，使绩效管理处于一个闭合循环、不断优化的管理流程当中。在新的中层管理绩效管理优化体系当中将作为一个管理工具和管理思维对员工的工作行为和工作业绩进行管理，帮助中层管理人员在掌握本人工作能力和工作结果的同时，更好地帮助他们提高发展的能力，更好地发挥中层管理人员在企业发展中的关键作用，提高他们工作的积极性和主动性，推进组织目标的实现，促进企业业绩的稳步提升。
[Abstract]:At present, the development of the world economy is characterized by globalization and knowledge economy. The competitive elements of enterprises begin to become the competition of diversified elements, such as capital, technology, talent, etc.However, intangible assets, including human resources, play a more and more dominant role in the future competition. Performance management, as the most effective tool and important means of human resources, promotes the competitiveness of enterprises.The improvement of cohesion and work efficiency plays a key role.In recent years, domestic enterprises have gradually accepted and applied the theory of performance management.In order to establish an effective performance management system, there are always some problems, such as inconsistent with the strategic objectives of the enterprise, the inability of the performance indicators to assess the actual work, the imperfection of the performance feedback mechanism, the lack of performance improvement links, and so on.As a result, the work of middle management has not been evaluated objectively and fairly, and their enthusiasm and potential have not been brought into full play, thus the realization of the overall goal of the company has been greatly reduced.This paper takes China Resources Nine New Company as an example, takes the middle-level managers of the company as the research object, through the literature analysis method and the questionnaire method, carries on the analysis to the present middle management personnel performance management system existence question and the insufficiency.And find out the reason of the problem, and have solved the existing problem as the goal, the performance management system of the middle management personnel is redesigned, the strategic goal of the company is analyzed, through the post responsibility, each goal is assigned to the individual.Form a complete goal management system, select the key indicators to evaluate the work behavior and work results of middle managers, and change the past focus only on performance appraisal.Ignoring the management state of other links, adding performance interview and performance correction links, so that performance management in a closed cycle, continuous optimization of the management process.In the new mid-level management performance management optimization system, it will be used as a management tool and management thinking to manage employees' work behavior and performance, and help middle-level managers to master their work ability and work results at the same time.Better help them to improve the ability of development, better play the key role of middle managers in the development of enterprises, improve their enthusiasm and initiative to work, promote the realization of organizational goals, and promote the steady improvement of enterprise performance.
【学位授予单位】：湘潭大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F299.233.41

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