本研宄以H公司中负责电力能源行业客户的市场销售、市场推广及新业务
拓展,同时兼具技术支持和售前、售后服务的电力能源系统部为案例研宄对象,
针对部门现有绩效评价通过调查问卷、实地走访等方式来了解其存在的问题和
不足,主要包括:绩效评价指标不完整、管理层及员工对绩效评价的认识存在
一定的偏差、绩效评价在实施过程中以及结果反馈阶段均缺乏有效的沟通与管
理、绩效评价结果应用范围比较局限等问题。随后,利用平衡计分卡思想建立
了一套基于平衡记分卡的绩效评价体系,该绩效评价体系包括市场、客户、人
员稳定、业务水平四个一级标准和18个二级标准的评价指标,并且设置了以部
门经理为绩效评价委员会的组长,部门内的主管人员为委员会成员的评价组织,
确定了每季度对部门进行一次的整体绩效评价,每个月对部门人员进行一次考
核结果的汇总,通过目标设定、过程管理、绩效评价以及结果应用四个步骤的
不断循环、往复的考核周期;明确了以同一级别所有参与评价人员最高(最低)
成绩为考核基准分数,其他成员成绩除以最高(最低)成绩得到,以及主管级、
经理级成绩连带其下属成绩的考核结果确定方式。同时,还提出了在实施绩效
评价的过程中要注重过程控制与反馈,通过绩效评价结果确定薪酬调整、岗位
调动、权力与福利提升、继续学习人员名单,使绩效评价能够真正起到全过程、
高效管理的目标
本文建立的绩效评价体系在部门中应用,可以实现对部门的动态管理,提
高部门管理水平;可以调动员工的工作积极性和热情,提高员工对部门的归属
感;还可以加强领导和员工之间的沟通,创造一个比较和谐、互助的部门工作
氛围;还可以帮助部门确定潜在的管理层人员、继续教育与学习人员提供参考
关键词:平衡计分卡;全过程;绩效评价山东大学硕士学位论文
Abstract
Performance evaluation is an effective way to improve department management
and strengthen resources allocation. It is important to strengthen the department&39;s
management capability. A performance evaluation system which is reasonable and
can control the whole process will improve the management level of the department,
even the entire company, help department to solve the problems resulted in the
management, improve the department&39;s business performance continuously, and
enhance market share and competitive position of the department In the wholly
market.
This study have a deep research about the H company, which is responsible for
the market sales, marketing and new business development in the electric energy
industry. At the same time,the H company also provide pre-sales and after-sales
technical support service. To have a deep understanding of the existing problems and
shortcomings, performance evaluation Questionnaire and field visit are used to
investigate it. That performance evaluation indicators are not complete, awareness of
manager and staff about the performance evaluation have a certain deviation, the
implementation process are lack of effective communication and management,
performance evaluation results use little after evaluation are problems found in the
survey.Then, a performance evaluation system based on Balanced Scorecard is
established. The performance evaluation system includes market, customer, staff
stability, business level four primary and 18 secondary standards. And the
department manager works as the performance evaluation committee leader, the
department&39;s supervisors work as the members of the evaluation group. The
evaluation period is a quarter, and every month there will be a summary of the
results. Through goal setting, process management, performance evaluation and
result application, goal adjusting and setting, four steps from a continuous cycle. At山东大学硕士学位论文
the same time, the highest (lowest) scores of all personnel in the same level is the
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