中国铁建D集团总部机关人员绩效考核优化研究

发布时间：2018-03-24 05:21

本文选题：绩效考核　切入点：总部机关人员　出处：《北京交通大学》2017年硕士论文

【摘要】：集团总部机关管理人员处于集团公司高层管理人员与分公司和子公司基层管理者之间,其主要作用是在高层管理人员和各分子公司之间传递战略目标和生产经营等信息;其“龙头、中枢、核心、骨干”的作用不可忽视,总部机关人员考核合理与否,更容易引起员工的关注,对企业发展具有重要的影响。因此,研究集团公司总部机关人员的绩效考核问题,对于促进集团公司战略落地、提高经济效益具有重要意义。本文在充分了解企业员工绩效考核问题、内容、方法等国内外研究现状的基础上,运用绩效考核方法、层次分析法,研究中国铁建D集团总部机关人员绩效考核问题。在探讨总部机关人员绩效考核现状、问题、原因的基础上,设计中国铁建D集团总部机关高层领导、中层领导、普通员工的绩效考核优化方案,提出总部机关人员绩效考核的实施建议与保障措施。本文的具体研究内容和结论如下:首先,在介绍中国铁建D集团总部机关概况的基础上,从绩效考核的主体与对象、考核的主要内容、绩效考核方法阐述机关人员绩效考核现状,从考核指标、考核指标权重、考核结果与反馈机制、考核激励机制等方面分析中国铁建D集团总部机关人员绩效考核存在绩效考核指标设计不合理、绩效考核流程不完善、绩效考核结果应用单一、缺少绩效反馈、绩效考核指标主观性强、绩效考核主体单一、绩效考核算法不合理等问题。在总结概括总部机关人员绩效考核问题的基础上,从绩效考核理念、绩效考核过程、绩效考核方式等方面剖析产生上述问题的原因。其次,针对中国铁建D集团总部机关人员现阶段绩效考核现状和问题,在绩效考核优化原则和目标的框架下:基于绩效考核理论,优化绩效考核流程,解决当前绩效考核的流程不完善的问题,优化考核结果应用方式,解决当前绩效考核结果应用单一、缺少考核反馈的问题,优化绩效考核周期,解决当前绩效考核周期不合理的问题;基于关键绩效指标和目标管理法,从业绩、能力、行为的维度设计中国铁建D集团总部机关高层领导、生产经营型中层领导、服务型中层领导、普通员工的绩效考核指标体系,解决当前绩效考核体系设置不合理的问题:运用层次分析法确定业绩、能力、行为及其次级指标的权重,解决当前绩效考核指标权重主观性强的问题;运用360度绩效考核法和层次分析法确定中国铁建D集团总部机关人员绩效考核主体及其打分权重,运用绩效加权算法设计中国铁建D集团总部机关人员绩效考核结果计算算法解决总部机关人员绩效考核方法不合理问题。最后,为使绩效考核优化设计方案实施的可操作性和可落实性,从绩效考核全生命周期、持续提升总部机关员工的目标出发,提出绩效考核事前准备、事中过程监控、事后评估的建议,同时从制度保障、全员参与保障、沟通机制保障全视角给出中国铁建D集团总部机关人员绩效考核优化设计保障措施,期望为绩效考核方案的顺利实施提供良好的外部环境。
[Abstract]:Group headquarters management personnel in the senior management group company and management company and the subsidiary company between them, its main role is in between the senior management and the company strategic target and molecular transfer production information; the "leading, central, core and backbone" role can not be ignored, the headquarters staff assessment reasonable or not, more likely to cause the concern of the employees has an important influence on the development of enterprises. Therefore, the performance evaluation of group headquarters staff, to promote landing group strategy, has important significance to improve the economic efficiency. Based on the full understanding of employee performance evaluation, enterprise content, research status methods, using the method of performance appraisal, AHP, performance appraisal of railway construction D China headquarters staff group. In discussing the headquarters for people Staff performance appraisal of the status quo, problems and reasons on the basis of the design of China railway D group headquarters senior leadership, mid-level leadership, performance optimization scheme of general staff, put forward suggestions and measures of the headquarters staff's performance evaluation. The main research content of this dissertation are as follows: firstly, based on the introduction of Chinese railway construction D group headquarters general situation, from the main body of performance appraisal and evaluation object, main content, method of performance appraisal of staff performance appraisal situation, from the assessment indicators, assessment indicators, assessment results and feedback mechanism, assessment incentive mechanism analysis of China railway construction D group headquarters staff performance appraisal index design is not reasonable, the performance appraisal process is not perfect, the application of performance evaluation results of single, lack of performance feedback, performance evaluation index of subjective, main performance appraisal Single, performance appraisal method is not reasonable. By summarizing the problems of performance appraisal of headquarters staff, from the concept of performance appraisal, performance appraisal, performance appraisal methods to analyze the reasons of the above-mentioned problems. Secondly, according to the headquarters staff China railway D group present situation and problems in performance appraisal. The optimization framework of principles and objectives of performance appraisal: Performance Appraisal Based on the theory of optimization, performance evaluation process and solve the current performance appraisal process is not perfect, the optimization of the application of evaluation results, to solve the current performance appraisal results of the application of a single, lack of feedback problems, optimize the performance appraisal cycle, solve the current performance appraisal cycle is not reasonable the problem; key performance index and goal management method, based on performance, ability, behavior dimension design Chinese railway D group headquarters senior leaders The guide, business leaders, middle-level service, general staff performance evaluation index system, to solve the problem of unreasonable setting of current performance evaluation system, using AHP to determine the weight of performance, ability, behavior and secondary indexes, to solve the problem of the current subjective weights to determine the main performance index; performance appraisal headquarters staff China railway D group and its scoring weight by 360 degree performance appraisal analysis method and AHP method, using the performance weighting algorithm design Chinese D railway construction group headquarters staff performance appraisal result computation algorithm to solve the performance appraisal methods of headquarters agency personnel unreasonable problem. Finally, in order to make the performance appraisal design implementation operation and the implementation of the performance appraisal, from the whole life cycle, continuing to enhance the headquarters employees performance appraisal objectives, put forward beforehand In the process, monitoring, evaluation suggestions from the system security, security communication mechanism to ensure full participation, full view are Chinese railway construction D group headquarters staff performance appraisal optimization design of safeguard measures, hoping to provide a favorable external environment for the smooth implementation of the performance appraisal program.

【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.92

【参考文献】