华高电子科技公司管理人员绩效考核方案的改进研究

发布时间：2018-10-17 08:25

【摘要】：随着企业之间竞争的白热化,人力资源管理成为协助企业赢得竞争优势以获得持续发展的关键手段。绩效管理是人力资源管理活动的核心,对于达成组织战略目标、评价和激励员工、提升企业活力等起着极其关键的作用。绩效考核则是绩效管理中最为关键的一环。科学高效的绩效考核方案对提高企业管理水平、增强企业持久发展能力、稳固企业市场竞争力有着重要的意义。华高电子科技公司是一家劳动密集型制造企业,从事高科技电子产品的生产和装配,为电子行业商家提供整套ODM和OEM的服务。本文以华高公司为研究对象,首先,从公司层面、人员层面、考核方法和数据处理等不同的角度对公司绩效考核现状进行全面深入的分析,找出绩效考核中存在的主要问题,即绩效考核未能与企业战略目标相结合、考核指标设计不科学、权重分配不合理、结果运用单一、缺乏沟通和反馈等。其次,运用鱼骨图方法,找到这些问题产生的原因,即企业管理基础薄弱、绩效考核方法不完善、思想上的认知和执行误区、缺乏系统数据支持体系等。最后,根据绩效管理相关理论,提出了华高公司管理人员绩效考核的改进方案,即:利用平衡计分卡四个维度绘制公司的战略地图;建立公司级平衡计分卡;结合部门的职责和工作计划提取部门的绩效考核指标;结合岗位职责、工作计划与能力态度指标搭建管理人员的绩效考核方案;借助层次分析法和帕累托分析法对绩效指标进行权重的设定以及关键考核指标的确定。同时,还以公司品质部为例,层层推进说明绩效考核方案的改进设计。绩效考核体系的建设是一项巨大的、繁琐的、艰难的工程,目前我国大多数企业尚处在边摸索边改进的阶段。因此,本文基于科学的绩效管理理论为华高电子科技公司制订出的绩效考核改进方案,不仅对提升公司的整体绩效管理水平起着积极的促进作用,也为中国传统制造业的绩效考核改革提供了有意义的借鉴和参考。
[Abstract]:With the fierce competition between enterprises, human resource management has become a key means to help enterprises to win competitive advantages to achieve sustainable development. Performance management is the core of human resource management, which plays a key role in achieving the strategic goals of the organization, evaluating and motivating employees and promoting the vitality of enterprises. Performance appraisal is the most important part of performance management. Scientific and efficient performance appraisal scheme is of great significance to improve the management level of enterprises, enhance the ability of sustainable development of enterprises, and stabilize the market competitiveness of enterprises. China high-tech company is a labor-intensive manufacturing company engaged in the production and assembly of high-tech electronics products to provide electronics industry merchants with a full set of ODM and OEM services. This article takes Huagao Company as the research object, first, from the company level, the personnel level, the appraisal method and the data processing and so on different angle carries on the thorough analysis to the company performance appraisal present situation, finds out the main question in the performance appraisal. That is, the performance appraisal can not be combined with the strategic goal of the enterprise, the design of the evaluation index is not scientific, the weight distribution is unreasonable, the result is single, lack of communication and feedback, and so on. Secondly, using the fish bone chart method to find out the causes of these problems, that is, the foundation of enterprise management is weak, the method of performance appraisal is not perfect, the misunderstanding of thinking and execution, the lack of system data support system and so on. Finally, according to the related theory of performance management, the paper puts forward the improvement scheme of performance appraisal for managers of Huagao Company, that is, drawing the strategic map of the company by using the four dimensions of balanced scorecard, establishing the balanced scorecard of company level, and improving the performance evaluation of the management staff of Huagao Company. According to the responsibility and work plan of the department, the performance appraisal index of the department is extracted, and the performance appraisal scheme of the management is built according to the responsibility of the post, the work plan and the ability and attitude index. With the help of analytic hierarchy process and Pareto analysis, the weights of the performance indicators and the key assessment indicators are determined. At the same time, also take the company quality department as an example, layer by layer to explain the performance evaluation program improvement design. The construction of performance appraisal system is a huge, tedious and difficult project. At present, most enterprises in our country are still in the stage of improving while groping. Therefore, based on the scientific theory of performance management, the performance appraisal and improvement scheme developed by this paper not only plays an active role in promoting the overall performance management level of the company, but also in the future. It also provides meaningful reference and reference for the performance appraisal reform of Chinese traditional manufacturing industry.
【学位授予单位】：兰州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.6

【参考文献】

中国期刊全文数据库 前10条

1 李雨峰;;浅谈绩效管理中的沟通[J];经营管理者;2017年01期

2 梁韵妍;;基于关键绩效指标的绩效管理体系研究[J];经营管理者;2016年28期

3 金兰;;浅议绩效考核工作在企业经营管理中的作用[J];中国商论;2016年20期

4 惠振宁;;基于KPI关键绩效指标的绩效考核体系分析[J];企业改革与管理;2016年14期

5 陈芳;;浅谈绩效考核制度对企业人力资源管理的作用及实践[J];人力资源管理;2016年07期

6 魏恩权;;操刀KPI,绕不开职责分析[J];人力资源;2016年05期

7 洪涛;;人力资源管理对员工工作绩效的影响观察[J];人力资源管理;2015年12期

8 刘智慧;;绩效管理的四原则[J];人力资源管理;2015年11期

9 涂云云;李国成;彭水清;宋斐;;绩效考核中的“老好人思想”[J];企业改革与管理;2015年15期

10 邓雪;李家铭;曾浩健;陈俊羊;赵俊峰;;层次分析法权重计算方法分析及其应用研究[J];数学的实践与认识;2012年07期

中国硕士学位论文全文数据库 前2条

1 孟祥艳;A公司绩效考核方案研究[D];吉林大学;2015年

2 茅静朦;我国零售行业营运资本绩效管理研究[D];湖南大学;2013年

，

本文编号：2276081