M钢铁集团公司绩效管理体系优化设计

发布时间：2018-01-01 06:15

本文关键词：M钢铁集团公司绩效管理体系优化设计　出处：《山东大学》2015年硕士论文　论文类型：学位论文

【摘要】：随着市场经济的发展和完善,企业面临的竞争日益激烈。越来越多企业发现,企业之间竞争的关键是人才的竞争,而规范的绩效管理体系能够最大限度的发挥员工的积极性和创造性。目前,我国大多数企业内部并没有形成一套完整、科学的绩效管理体系,在绩效管理运行中普遍存在着诸多问题,尤其是在国有企业中,企业对员工的绩效考核流于形式,导致绩效管理没有发挥其应有的效能。如何完善绩效管理体系,使其成为提高企业绩效的有力工具,成为企业热议的话题。本文研究对象M钢铁集团公司,是一家国有独资的钢铁企业。随着企业规模的迅速扩张,企业原有的绩效管理体系己不适用企业现有状况,导致员工积极性不高、公司业绩下滑,影响了企业绩效的提升和战略目标的完成。因此M公司急需调整现有的绩效管理模式,优化公司绩效管理体系,提高公司的绩效,推动企业战略目标的实现。本文在绩效管理相关理论和方法研究的基础上,分析M钢铁集团公司绩效管理体系的运行现状,通过问卷调查的方式发现其存在的问题；然后综合使用目标管理法、关键绩效指标法和平衡计分卡法,建立企业、部门、员工三个层级的KP工组成的绩效管理指标体系,并从对绩效管理流程的五个环节分别进行优化；最后从思想、组织和制度三个方面保障优化方案的实施。本文建立起一套广泛适用、可操作性强的绩效管理体系优化模板,为同行业企业改善绩效管理提供重要借鉴。
[Abstract]:With the development and perfection of market economy, enterprises are facing increasingly fierce competition. More and more enterprises find that the key to competition among enterprises is the competition of talents. The standardized performance management system can maximize the enthusiasm and creativity of employees. At present, most enterprises in China have not formed a complete, scientific performance management system. There are many problems in the operation of performance management, especially in state-owned enterprises, the performance appraisal of employees is a mere formality. As a result, performance management does not play its due efficiency. How to improve the performance management system, make it become a powerful tool to improve the performance of enterprises, become a hot topic of discussion. M Iron and Steel Group Corporation, the object of this paper. With the rapid expansion of the scale of the enterprise, the original performance management system of the enterprise is no longer applicable to the existing situation of the enterprise, resulting in low enthusiasm of employees, corporate performance decline. Therefore, M Company urgently needs to adjust the existing performance management model, optimize the performance management system, improve the performance of the company. On the basis of the theory and method of performance management, this paper analyzes the current situation of the performance management system of M Iron and Steel Group Company. Through the way of questionnaire survey to find its existing problems; Then it uses the objective management method, the key performance index method and the balanced scorecard method to establish the performance management index system composed of three levels of KP workers: enterprise, department and staff. And from the performance management process of the five links were optimized; Finally, from the ideological, organizational and institutional aspects to ensure the implementation of optimization programs. This paper establishes a set of widely applicable, operational performance management system optimization template. For the same industry enterprises to improve performance management to provide an important reference.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.31

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