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MBA硕士毕业范文_G管理咨询公司绩效管理优化研究(65页).rar

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文本描述
摘要
现代人力资源管理理论将人力资源管理系统划分为八大独立的模块,分别
为组织结构设计、员工招聘与甄选、培训、薪酬福利管理、绩效管理、劳资关系
管理、职业生涯规划、企业文化建设。在人力资源管理系统的八大模块中,绩效
管理一直被看成是人力资源管理的中枢和关键。作为对人力资源素质要求很高的
管理咨询公司,有效的绩效管理尤为重要。有效的绩效管理对公司的发展有重要
的推动作用,同时也是咨询公司提高竞争力的重要手段。

绩效管理提供的不仅是简单的测评或考核手段,而是作为管理者为确保员工
工作活动和产出与组织目标保持一致而实施的管理过程,更重要的意义在于改进
工作业绩,激励员工斗志,并最终实现组织战略目标。本文探索尝试找出符合中
国咨询公司的人力资源绩效管理的具体解决办法,设立一个合理的绩效管理体
系,使之具有科学性、实用性,以期对目前咨询类企业的绩效管理提供一些有益
的思路,在具体方法上提供一定的参考。

G公司成立于2010年,为客户提供财务、税务、内部控制、战略、人力资
源等咨询服务。G公司现在员工50人,其中硕士研究生占33%,本科约68%。

咨询团队以年轻成员为主,已形成有序的人才阶梯,其中40岁以上6人,30-40
岁16人,30岁以下28人。G公司实行年度考核,重点考核员工的工作贡献、
工作表现、业务水平、工作业绩、团队精神、道德品质等,并将考核结果作为员
工职务调整、年终奖金发放的重要依据。为此,G公司配套拟定了岗位工作说明
书,培训计划,并完善了薪酬体系。

本文基于G公司绩效管理优化的实证研究,总体论文框架为五个部分,具
体为:
第一部分引言,描述本文的研究背景和意义,国内外关于绩效管理的研究现
状及国内绩效管理现状,并提出本文的研究思路方法和研究的创新点。

第二部分绩效管理的相关理论与方法,绩效管理相关概念及理论综述,在介
绍绩效管理相关理论的基础上,指出绩效管理与绩效考核的主要区别,阐述了绩
效管理在人力资源管理中的地位和作用;同时界定了咨询公司的概念,阐释了咨
询公司人力资源的特点和绩效管理的特点。

第三部分G公司的绩效管理现状分析,从G公司的绩效管理管理实际出发,
分析G公司基本情况包括人员情况以及绩效管理现状,并对绩效相关的岗位及
薪酬情况作了简单介绍,重点描述G公司绩效管理的作法与经验、存在的问题,
并对问题进行原因剖析。

第四部分G公司绩效管理优化与实施,针对公司绩效管理存在的问题,设
计绩效管理优化方案,包括绩效管理优化目标、原则、着力点、实施条件,主要
介绍绩效管理的优化要点,分为管理人员目标考核、项目考核、工时考核、综合
考评四个环节,为全面推进绩效管理措施,G幵展了岗位规范、绩效面谈、人员
开发、薪酬福利等配套措施,以及相应的绩效管理优化组织、制度、文化、培训
等保障措施。

第五部分结论,总结主要结论,并分析待进一步研究的问题,提出研究展望,
比如:如何利用绩效管理激发咨询企业研发项目团队的创新精神、如何使研发团
队成员相互之间形成竞争机制来改善绩效、如何有效发挥评估者本身的正面影响
力去推动绩效管理、在实际绩效管理过程中,如何真正了解并及时疏导不同部门
员工的心理问题等。

关键词:绩效管理咨询公司目标管理关键绩效指标法
Abstract
According to modern human resources management theory, human resources
management system is divided into eight separate modules, the design of
organizational structure, staff recruitment and selection,training, compensation and
benefits management, performance management, labor relations management, career
planning and corporate culture construction. Among the eight modules in the human
resources management system, performance management has been regarded as a
central and key factor. As a management consulting company with demand of high
quality of human resources, effective performance management is particularly
important. Effective performance management played an important role in promoting
the development of the company, and also became an important means to improve
their competitiveness.
Performance management not only provided simple means of assessment,it was
also defined as the management process that the managers carried out to keep outputs
of staff work in correspondence with organizational goals.. Its significance is to
improve job performance, to motivate staff morale, and ultimately to achieve the
organization&39;s strategic objectives. This article tried to find concrete solutions to meet
the demands of human resources management of Chinese consulting c companies and
establish a reasonable performance management system, making it scientific and
practical. It was desirable to provide some usefiil ideas and specific methods of
performance management as reference for the consulting industry.
G Company was founded in 2010, providing customers with consulting services
referring to finance,tax, internal control, strategy, human resources. G company now
have 50 employees, in which Graduate students accounted for 33%,undergraduate
approximately accounted for 68%. Consulting team was mainly composed of
younger members,and has formed orderly talent ladder.6 employees over the age of
40,16 employees between 30 - 40,and 28 employees under the age of 30. G
Company implemented the annual assessment, focusing on assessment of contributes,
behavior, level of business, performance, teamwork and moral quality etc.
Examination results were taken as important reference for the adjustment of staff
positions and annual bonus. For supplementary, G Company made the job instructions,
training programs, and improve the compensation system.
Based on empirical study on G Company performance management optimization,
This article contained five main sections:
the first part was introduction, it mainly described the research on performance
management home and abroad, and proposed the thought and innovation of research;
the second part described the related concepts and theories of performance
management, on the basis of related theories,pointed out the main difference between
performance management and performance appraisal, also described the role of
performance management which played in human resources management; on the
other hand,it introduced tiie concept of the consulting company and characteristics of
the consulting company&39;s human resources and performance management.
The third part was status analysis of G Company performance management,
started from the actual situation of personnel and performance management, made a
brief introduction of performance-related jobs and compensation, focusing on the
practice and experience of performance management, existed problems and the causes
of the problems.
The fourth Part described optimization and implementation of G Company&39;s
performance management. Designing optimization programs focus on problems of G
Company&39;s performance management, including performance management
optimization objectives, principles, the focus,the implementation conditions, it
mainly introduced the optimization points of performance management, including 4
areas: management objective examination, project evaluation, working hours
assessment, comprehensive evaluation. In order to comprehensively promote
performance management, G Company carried out supporting measures such as job
specifications, performance interviews, staff development, benefits and compensation
as well as the corresponding optimization organization, system, culture, training and
etc.
the fifth part was the main conclusions and further study. It put forward that how
to stimulate spirit of innovation of R & D team members in use of performance
management, how to form a competitive mechanism to improve the stafTs
performance, how to effectively assess their positive influence to promote
performance management, how to really understand and solve psychological
problems of staff from various departments etc., are worthy of further research.
Key words : Performance Management, Consulting Company, Target
Management, Key Performance Indicator
第一章引言
一、研究的背景及意义
随着知识经济的日益兴起和经济全球化的高速发展,高素质人才已经成为了
企业争夺的战略性资源。企业是否具有核心竟争力、是否能持续发展,其关键在
于企业是否能获得合适的人才,在于企业的人力资源开发的程度和水平。

企业的竞争现在已经不仅仅是在资本和技术的竞争,人力资源管理水平高低
也在企业竞争中起关键的作用。现代人力资源管理的职能,如员工招聘、员工培
训、组织结构设计、薪酬福利管理、绩效管理、企业文化等,各项职能的功能目
的是让人力资源成为企业的价值体现。绩效管理一直作为人力资源各项职能的最
重要的环节,因为它不仅将组织的目标分解为员工的目标,而且通过考核提升员
工的绩效,从而使得组织的绩效最大化,为企业创造更大的价值。

提高企业的人力资源素质是企业发展的重要因素,而绩效管理是提高企业人
力资源素质的关键。一方面企业对建立有效的绩效管理系统有着迫切的需求,另
一方面绩效管理是很多企业的薄弱点从而影响着企业的发展。目前我国多数企业
仍以传统的主观判断作为对员工的绩效管理手段,即便是一些新兴的行业,在进
行绩效管理时也有以下情况:考核的盲目性大、科学性不足,考核手段单一,缺
乏客观考核指标,考核过程不透明,考核结果无反馈,因此绩效考核并没有促进
员工的发展,反而在一定程度上打击了员工的积极性,使企业的效率不升反降,
造成不良的后果。

因此,本课题将科学、合理的绩效管理作为研究方向,将着重分析新兴的咨
询公司绩效管理的问题,并以问题为导向提出系列解决方案,系统整合优化绩效
管理体系成为咨询公司加强内部控制的重要措施,具有现实的理论价值和实践意
义。

二、国内外研究现状
(-)国内外研究综述
通过中国知网查阅绩效相关文献,发现共有30万余篇论文,涉及绩效管理、
绩效考核、绩效评价、绩效评估、绩效审计、绩效指标、绩效预算、绩效技术等
关键词。从查阅的文献来看,绩效管理,无论是组织层面还是个人层面的绩效,