创和新能源公司职能部门绩效考核改进研究
发布时间：2018-10-25 19:25
【摘要】：随着社会的发展以及企业的不断规范化,绩效管理在很多企业中作为一种激励体制的基础和人力资源管理的着力点。对于企业中职能部门的绩效评估是绩效体系中的一项重要组成,也成为许多企业绩效管理工作中的一大难点。很多企业职能部门绩效考核往往流于形式,不能对企业的组织目标进行有效支撑。然而随着职能部门在公司战略地位中扮演着越来越重要的作用,职能部门的绩效结果也对公司战略目标的实现影响越来越大,许多公司急切需求一种与本企业战略目标相结合的有效的职能部门绩效考核方法。本文以关键业绩指标绩效管理理论、目标绩效管理绩效理论及平衡计分卡绩效管理理论为指导。在综合国内外绩效管理研究成果的基础上,分析了创和新能源公司职能部门绩效管理现状。公司现有的绩效管理存在以下问题:考评内容未对战略形成支撑,管理职能与考评内容不匹配,考核容易受主观随意性的影响,绩效指标制定不科学及绩效辅导环节缺失。主要原因在于:绩效指标体系建立的不科学性,管理职能错位,绩效组织工作混乱,绩效管理理念存在偏差,认识不到位。针对目前职能部门绩效管理所存在的问题及产生的原因,论文以目标管理法(MBO)确定组织战略目标,用平衡记分卡(BSC)的思想从财务、顾客、内部流程和学习与成长四个方面将组织战略目标进行分解,用关键绩效指标法(KPI)找出以上四个方面成功的关键领域,再层层分解出组织、部门和职位/个人实现组织目标的关键成功因素及关键绩效指标。通过对创和公司职能部门绩效考核的改进,希望可以为职能部门绩效考核实践提供一些思路。
[Abstract]:With the development of society and the standardization of enterprises, performance management is the foundation of incentive system and the focus of human resource management in many enterprises. Performance evaluation of functional departments in enterprises is an important component of the performance system, but also become a major difficulty in many enterprises performance management. A lot of enterprise function department performance appraisal often is just a formality, cannot carry on the effective support to the enterprise organization goal. However, with the function department playing a more and more important role in the strategic position of the company, the performance results of the functional department also have more and more influence on the realization of the strategic goal of the company. Many companies urgently need an effective functional performance appraisal method combined with their strategic objectives. This paper is guided by the performance management theory of key performance indicators, the performance theory of target performance management and the performance management theory of balanced scorecard. Based on the research results of performance management at home and abroad, this paper analyzes the current situation of performance management in the functional department of Chuanghe New Energy Company. The existing performance management of the company has the following problems: the evaluation content has not formed the support to the strategy, the management function and the appraisal content does not match, the appraisal is vulnerable to the subjective random influence, the performance index formulation is not scientific and the performance guidance link is missing. The main reasons are: the establishment of the performance index system is not scientific, the management function is misplaced, the performance organization work is confused, the performance management concept exists deviation, the understanding is not in place. Aiming at the problems existing in the performance management of functional departments and their causes, the paper uses the objective management method (MBO) to determine the strategic objectives of the organization, and uses the idea of balanced Scorecard (BSC) from the perspective of finance, customers, etc. The four aspects of internal process and learning and growth decompose the strategic objectives of the organization, using the key performance index method (KPI) to find out the key areas of success in the above four areas, and then decompose the organization layer by layer. Key success factors and key performance indicators for departments and positions / individuals to achieve organizational goals. By improving the performance appraisal of Chuanghe's functional department, the author hopes to provide some ideas for the practice of functional department's performance appraisal.
【学位授予单位】：湖南大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.61
本文编号：2294603
[Abstract]:With the development of society and the standardization of enterprises, performance management is the foundation of incentive system and the focus of human resource management in many enterprises. Performance evaluation of functional departments in enterprises is an important component of the performance system, but also become a major difficulty in many enterprises performance management. A lot of enterprise function department performance appraisal often is just a formality, cannot carry on the effective support to the enterprise organization goal. However, with the function department playing a more and more important role in the strategic position of the company, the performance results of the functional department also have more and more influence on the realization of the strategic goal of the company. Many companies urgently need an effective functional performance appraisal method combined with their strategic objectives. This paper is guided by the performance management theory of key performance indicators, the performance theory of target performance management and the performance management theory of balanced scorecard. Based on the research results of performance management at home and abroad, this paper analyzes the current situation of performance management in the functional department of Chuanghe New Energy Company. The existing performance management of the company has the following problems: the evaluation content has not formed the support to the strategy, the management function and the appraisal content does not match, the appraisal is vulnerable to the subjective random influence, the performance index formulation is not scientific and the performance guidance link is missing. The main reasons are: the establishment of the performance index system is not scientific, the management function is misplaced, the performance organization work is confused, the performance management concept exists deviation, the understanding is not in place. Aiming at the problems existing in the performance management of functional departments and their causes, the paper uses the objective management method (MBO) to determine the strategic objectives of the organization, and uses the idea of balanced Scorecard (BSC) from the perspective of finance, customers, etc. The four aspects of internal process and learning and growth decompose the strategic objectives of the organization, using the key performance index method (KPI) to find out the key areas of success in the above four areas, and then decompose the organization layer by layer. Key success factors and key performance indicators for departments and positions / individuals to achieve organizational goals. By improving the performance appraisal of Chuanghe's functional department, the author hopes to provide some ideas for the practice of functional department's performance appraisal.
【学位授予单位】：湖南大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.61
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