轨道交通S公司绩效考核体系研究与再设计

发布时间：2018-04-24 03:20

本文选题：绩效管理 + 战略导向　；参考：《青岛科技大学》2017年硕士论文

【摘要】：得益于国家政策的投资和支持,自“十一五”以来,我国轨道交通行业发展迅猛。而伴随着我国对轨道交通的投入持续增长,在“十三五”期间乃至未来较长的一段时间内,轨道交通装备行业将有更广阔的发展前景。S公司作为轨道交通装备零部件供应商欲趁此良机,进一步扩大经营规模,提高自身竞争力,并努力实现公司的转型和升级。然而S公司原有的绩效考核体系已无法适应和满足其发展需要,也存在许多弊端。将其现有的绩效考核体系进行研究与再设计并完善成为绩效管理循环体系已经迫在眉睫。本文立足于绩效管理理论,运用了归纳分析法、访谈调查法、理论与实践相结合、定性与定量相结合的方法,并借助了平衡计分卡、目标管理法、关键绩效指标法和摆幅置权法等研究工具,实现了对S公司绩效考核体系的研究与再设计。其过程大致如下:首先对S公司的发展现状进行了较为详尽的研究和分析,并对S公司现有的绩效考核体系进行了解读,简明地分析了其需改进之处。其次,对S公司的绩效考核体系进行了优化和再设计。补充了绩效反馈、绩效改进等关键环节,从而完善了整个绩效管理循环体系。最后,论文还为再设计的绩效管理体系提供了一系列的配套措施来确保其顺利实施。本文的主要成果在于:将目标管理、平衡计分卡、关键绩效指标融合在一起,为S公司建立了战略导向的绩效管理体系,将员工的行为与公司的战略目标结合在一起,促进了公司战略目标的达成。同时,也为其他类似企业的绩效管理的设计提供思路和方法。
[Abstract]:Thanks to the investment and support of national policies, rail transit industry in China has developed rapidly since the 11th Five-Year Plan. With the continuous growth of our country's investment in rail transit, during the 13th Five-Year Plan period and even for a longer period of time in the future, Rail transit equipment industry will have a broader development prospects. S company as a rail transit equipment components supplier would like to take advantage of this opportunity to further expand the scale of management to improve their own competitiveness and strive to achieve the transformation and upgrading of the company. However, the original performance appraisal system of S Company has been unable to meet the needs of its development, and there are many drawbacks. It is urgent to research and redesign the existing performance appraisal system and improve it into a performance management cycle system. Based on the theory of performance management, this paper uses the methods of inductive analysis, interview investigation, theory and practice, qualitative and quantitative analysis, balanced scorecard, objective management, etc. Research tools such as key performance index method and swing weight method have realized the research and redesign of S company performance appraisal system. The process is as follows: firstly, the development status of S Company is studied and analyzed in detail, and the existing performance appraisal system of S Company is interpreted, and its improvement is analyzed concisely. Secondly, the performance appraisal system of S Company is optimized and redesigned. Performance feedback, performance improvement and other key links are added to improve the performance management cycle system. Finally, the paper provides a series of supporting measures for the redesigned performance management system to ensure its smooth implementation. The main achievements of this paper are: the integration of objective management, balanced scorecard and key performance indicators, and the establishment of a strategic performance management system for S Company, which combines the behavior of employees with the strategic objectives of the company. Promote the achievement of the strategic objectives of the company. At the same time, it also provides ideas and methods for the design of performance management of other similar enterprises.
【学位授予单位】：青岛科技大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.472

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