摘要
员工绩效管理是企业人力资源管理中的重要内容之一,大多数企业都有一套自身的员
工绩效管理体系,完善的绩效管理体系有利于企业有效的管理企业员工,促进员工个人的
职业发展和企业的长远发展。改革开放后,在市场经济条件下,我国民营经济获得了较大
的发展空间,以中小企业为代表的民营企业量大幅上升从创造就业岗位、推动我国经济发
展方面发挥着举足轻重的作用,对我国经济发展的贡献率在60%以上,大力扶持中小企业
是推动我国经济长足发展的重要途径之一。然而,在中小企业的发展过程中,随着国际竞
争的增加及国内国际经济环境的恶化,出口减少、原材料价格上涨缩减了我国中小企业的
盈利空间,与此同时,随着人工成本增加,企业之间的竞争尤其是员工的竞争日趋激烈

从2004年年初开始珠三角地区就出现了民工荒”现象,2008年金融危机后,珠三角、
长三角地区用工荒”问题进一步加剧,缺乏员工成为制约中小企业发展的绊脚石。如何
科学有效的进行员工管理,留住员工成为沿海地区中小企业发展的必修课

对于我国中小企业来说,中小企业的规模本身较小,90%的企业属于小型和微型企业,
企业员工数量较少,且大部分员工为企业的基层员工。部分企业尚未理解绩效管理的重要
性,对员工的绩效管理没有足够的重视,多数中小企业的员工绩效管理处在建立的初级阶
段,企业内存在员工归属感较低,员工流失严重等问题,成为企业持续发展的瓶颈。同时,
我国经济正处在转型的重要时期,企业要发展,人力资本是其核心竞争力之一,中小企业
之间的竞争将是人才的竞争,对于制造业的中小企业来说,谁拥有掌握核心技术人员,谁
就能在市场首先占领高地。因此如何更好的吸引人才、留住人才、激励人才,使企业员工
能人尽其才,各尽其能”在当前中小企业人力管理中显得尤为重要。科学合理的绩效管
理体系有助于企业吸引人才,实现企业良好发展的目标,由此可见基层员工的绩效管理对
于中小企业发展的作用不言而喻

文章以广东省JC公司为例,通过现场调查访谈与分析并结合绩效管理相关理论,研宄
发现JC公司绩效管理尚未建立科学的人力资源管理体系,管理体系处在初级阶段,并存
在绩效管理体制单一、绩效考核结果反馈和沟通渠道不畅通、管理过程中缺乏有效的激励
机制等问题,认为在JC公司长足发展的进程中,应根据企业的发展规模建立科学合理的
绩效管理体系,与此同时在企业内部加强绩效管理的宣传工作,结合以人为本的激励机制,
重视绩效考核和结果的反馈,及时与员工进行有效沟通,为中小企业的健康发展助力

I 关键词:基层员工绩效管理激励机制
II Research on the Performance Management of JC Company
Name: Lu Dan Tutor: Peng RunHua Major: MBA
Research Fields: Human Resource Management Grade: 2015
ABSTRACT
Employee performance management is one of the important contents of human
resource management. Most enterprises have their own performance management system,
and the complete performance management system is conducive to the effective
management of enterprise＊ s employees and promotes individual career development
as well as the long-term development of enterprises. After the reform and opening
up, under the condition of market economy, China&39;s private economy has gained large
development space. The large increase of private enterprises represented by small
and medium-sized enterprises has played a pivotal role in creating jobs and
promoting China＊ s economic development. It contributes to more than 60% of the
development of economy, and vigorous support to small and medium enterprises plays
a vital role in promoting the rapid development of China,s economy an . However,
with the increase of international competition and the deterioration of domestic
and international economic environment in the development of small and
medium-sized enterprises, the decrease of exports and the reduction of raw material
prices have reduced the profit margins of small and medium-sized enterprises. At
the same time, with the increase of labor costs, the competition among employees
becomes intensive. Since the beginning of 2004, the Pearl River Delta has appeared
the phenomenon of &39;shortage of migrant workers. After the financial crisis in
2008, both in the Pearl River Delta and the Yangtze River Delta, the problem of
‘labor shortage&39; is further exacerbated by the lack of employees which has become
a stumbling block to the development of small and medium-sized enterprises. How
to carry out scientific and effective staff management, to retain the staff became
a required course for the development of small and medium-sized coastal areas.
For small and medium-sized enterprises in China, 90% of them are small or micro
enterprises with small number of employees, and most of the employees are ＊
grass-roots staff. Some enterprises have not yet payed much attention to the
III importance employee performance management. The majority of small and mediunrsized
enterprises are still in in the establishment of employee performance management.
The low sense of ascription of employee&39; s, serious loss of staff and other issues
resulted in the bottleneck of sustainable development of enterprises. At the same
time, China’s economy is in an important period of transition, human capital is
one of its core competitiveness to the development of each enterprise. Competition
among small and mediunrsized enterprises will be the competition for talents. For
small and medium-sized manufacturing enterprises who have master the core
technical staff will be able to occupy the high ground in the market first.
Therefore, how to attract, retain and motivate talents, so that employees can
&39;
make the best use of their best’ in the current small and medium-sized
enterprises performance management in an effective way is particularly important.
Scientific and reasonable performance management system helps enterprises to
attract talents and achieve the goal of sophisticated development. Therefore, the
importance of performance management for grass-roots to small and medium-sized
＊
enterprises is clear to see.
This paper takes JC Furniture Company in Guangdong Province as an example,
found that the performance management of small and medium - sized enterprises in
China has not set up a scientific human resource management system, or the
management system is in the initial stage through field investigation, interview
and the related theories of performance management. And there are other problems
exist in JC Furniture Company, such as singleness of performance management system,
blocked communication and feedback channels to the results of performance
assessment, the lack of effective incentive management mechanism. Thus, for the
long-term development of JC Furniture Company, it should establish scientific and
rational performance management system which based on the scale of development
of enterprises, at the same time, reinforcement of the performance management,
people-oriented incentive mechanism, feedback of performance assessment and
effective communication with employees should also be strengthened so as to make
contribution to the healthy development of small and medium-sized enterprises.
Keywords: Grass-roots staff; Performance management; Incentive mechanism
IV 目录
m w: i
ABSTRACT Ill
S M V
一
、绪论 1
(一)研究背景及意义1研究背景 1
2.研宄意义 1
(二)国内外研宄综述1. 国外研究综述2.国内研宄综述(三)研究内容和研究方法1研究内容 4 .
2研宄方法 4
(四)框架结构 4
(五)本文的主要贡献二、相关研究理论基础(一)基层员工概述(二)绩效管理概述1.绩效管理的定义2绩效管理的特点3.绩效管理的作用4绩效管理的方法(三)激励理论概述1内容型激励理论
1〇
2.过程型激励理论3.综合型激励理论(四)小结 12
三、JC公司基层员工绩效管理现状与问题(一)JC公司发展现状1. JC公司简介V 2. JC公司组织结构介绍3. JC公司基层员工现状(二)JC公司基层员工绩效管理现状1. JC公司绩效管理内容2. JC公司绩效管理的原则(三)JC公司基层员工绩效管理存在的问题1缺乏明确的发展战略目标2.对绩效管理缺乏正确的认识3.绩效管理体系单一二…
:4.缺乏绩效考核结果沟通反馈渠道5.缺乏行之有效的激励机制(四)小结 19
四、JC公司基层员工绩效管理体系设计(一)绩效管理体系优化的设计原则1目标一致性原则2.员工参与原则3.沟通和反馈有效性原则4.有效激励原则
21
(二)基层员工绩效管理体系的内容
21
1绩效管理目标体系
22
2绩效管理运行体系
23
3.绩效管理保障体系
28
(三)小结 29
五、JC公司基层员工绩效管理体系保障措施
30
(一)建立以人为本的激励机制
30
(二)健全绩效管理人力资源组织体系
31
(三)加强绩效管理的宣传和重视绩效考核
32
(四)建立以绩效为导向的企业文化
32
六、结论与展望
:
34
魏 36
致谢
声明
VI —
、绪论
(一)研宄背景及意义
1.研宄背景
改革开放后,在市场经济条件下,我国民营经济获得了较大的发展空间。根据《中国
统计年鉴2015》,截至2014年底,我国私营企业达到1546. 4万户,吸收就业人数14390. 4
万人,对我国经济发展的贡献率在60%以上。由此可见,以中小企业为代表的民营企业从
创造就业岗位、推动我国经济发展方面发挥着举足轻重的作用,大力扶持和发展中小企业,
提高中小企业整体的竞争力是推动我国经济长足发展的重要途径之一。长期以来,我国传
统制造企业大多是劳动密集型企业,技术要求低,得益于人口红利,不缺员工,然而,中
小企业特别是
。。。以上简介无排版格式，详细内容请下载查看