mba毕业论文 T公司绩效管理研究
摘 要
现代经济社会，企业间的竞争的日趋激烈不可避免，如何建立符合自身实际的绩效管理体制便成了企业留住人才，壮大自身的必然选择。具体来说，科学有效的绩效管理体系不仅能够充分发挥员工的主观能动性，促使员工和企业荣辱与共，塑造积极向上的工作氛围;更重要的是在人才资源竞争激烈的今天，体现出以人为本，尊重员工，善待员工的企业文化，增强企业的核心竞争力。但不可否认，就现阶段而言，我国企业的绩效管理体系仍然存在明显不足，究其原因，大致有四：一是我国企业绩效管理水平相对仍然处在较低的水平;二是绩效管理的制度框架缺乏科学性;三是绩效管理的范围仍然普遍局限于企业基层员工;四是绩效管理缺乏与企业发展之间的动态变化。可以说，在经济高速发展的大背景下，建立合理有效的绩效管理体系，mba毕业论文合理促进员工主观能动性，进而提高企业人力资本的竞争力，因其时代的特征性、需求的特殊性、对其企业影响的重要性以及相关措施的滞后性，已经成为现代企业人力资源管理中一个值得高度关注的问题。从某种意义上说，进行企业绩效管理体系研究不仅加快企业自身发展的外在要求，更是增强企业核心竞争力的内在保证。本文以T公司为例，试透过对其绩效管理体系的现状具体阐述，对目前T公司绩效管理体系存在的问题及产生原因进行深入剖析，并结合所面临的新形势、新任务，提出了解决T公司绩效管理体系的策略，以期吸引更多部门、组织和个人参与到这项事业当中来，并通过各种手段，整合相应的工作资源和社会力量，形成构建T公司绩效管理体系的整体合力，以为更好地解决T公司人力资源管理略尽绵薄之力。
ABSTRACT
In modern economic society, the competition between the enterprise is intense and unavoidable, how to establish a practical performance management system has become a inevitable choice for enterprise to tarry talent and expand themselves. Specifically, a scientific and effective performance management system can not only give full play to the staff's subjective initiative, make employee stuck faithfully to enterprise through thick and thin, to build positive working atmosphere; Even more important, today the competition of human resources becomes more intense, it reflects the enterprise culture that is the people-oriented, respecting for employees, treating employees kindly, and it enhance the core competitiveness of enterprises. But it is also worth acknowledging that at this stage our country enterprise performance management system is still obviously insufficient. There are four reasons: first, Chinese enterprise performance management level is relatively still in the low level; second, a performance management system is lack of science; third, a performance management is still scope generally confined to the employee of company grass-roots unit; fourth, there is the lack of dynamic changes between performance management and enterprise development. Anyway, in the background of rapid economic development, we establish a rational and effective performance management system and reasonable subjective initiative for employee, so that we can enhances the human capital competitiveness of enterprise. Because of era characteristics and special requirements of the enterprise, importance for enterprise's impact and lag of the relevant measures, it becomes a problem be paid attention in the modern human resources management in enterprises. In a sense, the research for enterprise performance management system not only accelerate the external demand of enterprise own development, but also increase immanent assure of the core competitiveness of enterprises. Taking T company as an example, through detailed representation the for current situation of the performance management system, we further analyse the problems and reason for performance management system in T comp
any and also combine with the new situation and tasks to brings forward strategy of resolving performance management system of T company. So that it can attract more departments, organizations and individuals involved in the business. Meantime integrating resource and social forces by various method, in order to built the overall force for performance management system of T company. try our best to solve the human resources management of T company.
目 录
1 绪论 1
1.1 研究背景和问题 1
1.2 研究的目的和意义 2
1.3 研究方法 3
1.4 研究的结构框架 3
2 绩效管理的理论综述 5
2.1 绩效管理的内涵及构成 5
2.1.1 绩效的概念及内涵 5
2.1.2 绩效考核与绩效管理 6
2.1.3 绩效管理流程 7
2.2 绩效管理的方法 9
2.2.1 目标管理法 9
2.2.2 平衡记分卡法 10
2.2.3 关键绩效指标法 11
2.2.4 强制分布法 13
2.2.5 几种绩效管理方法的关联性分析 14
3 T公司绩效管理现状分析 15
3.1 T公司概况 15
3.1.1 T公司的组织结构 16
3.1.2 T公司的人力资源管理现状 16
3.1.3 T公司提倡的企业文化与价值观 17
3.2 T公司绩效管理现状 17
3.3 T公司绩效管理问题 21
3.3.1 绩效管理理念落后 21
3.3.2 绩效管理流程需要完善 22
3.3.3 绩效考核结果分析、运用不充分 23
3.3.4 各层级在绩效管理中职责分工不清晰 24
3.4 本章小结 24
4 T公司绩效管理系统的设计 25
4.1 T公司的发展愿景及其组织调整 25
4.2 T公司绩效管理系统的.设计原则 26
4.3 T公司绩效管理系统的构建方案 28
4.3.1 明确T公司绩效管理理念 28
4.3.2 确定T公司的绩效管理组织 28
4.3.3 设计T公司绩效管理程序和规范 29
4.3.4 完善T公司KPI考核指标 33
4.4 新绩效管理系统方案的设计评价 34
5 T公司绩效管理方案的实施对策 35
5.1完善T公司的职位说明书 35
5.2初步建立T公司的KPI指标辞典 35
5.3强化绩效管理培训 35
5.4进行绩效管理方案的试行 36
5.5加强过程审计 37
5.6加强心理沟通 37
6 结论与展望 38
6.1 结论 38
6.2 未来展望 38
参考文献 39
致 谢 43
攻读学位期间取得的研究成果 44