吉林省隆达工装设备有限公司事业部绩效管理方案设计 随着互联网、人工智能等高科技技术的发展，全球经济正以极速的步伐向 信息化、科技化迈进，直接带给以制造业为主体的中国经济重要的信息来源， 经济转型迫在眉睫，制造业结构转型刻不容缓。在制造业瞬息万变的环境下， 行业风险性变得越来越难以捉摸，如何降低行业风险变得更是难上加难。汽车 模具行业作为制造业的重要组成部分，要不断在发展中创新科技生产，坚持发 展战略，革新内部管理，才能在多变的市场环境中，得到可持续发展。吉林省 隆达工装设备有限公司从事模具生产制造，作为新兴技术企业的重要代表之一， 企业长期坚持科技革新，创立了多项国家专利技术。同时，在日常战略管理之 中，将人作为未来企业战略发展的重要基石，作为建造“智慧工厂”、发展智 能制造、实现管理变革的发展途径。 本文共分为四个部分：第一部分对本文选题的背景、意义加以说明，对文 章写作过程中使用的研究方法进行简单概述，主要应用了文献研究、调查研究、 访谈研究和比较分析法，并将研究过程中具有实际意义的文献、理论进行综述。 第二部分主要介绍了公司的自然情况，分析事业部绩效管理的现状，发现管理 中存在的问题，绩效管理体系缺乏系统新、考核指标设计不合理、考核结果应 用不广泛、存在制度的认知和执行偏差等各种缺失，分析出产生各种问题的原 因在于人员、制度、管理等多方面的。第三部分提出了公司事业部绩效管理的 优化方案，进行了绩效管理指标体系的重新设计，分职位层级、事业部发展程 度进行目标体的绩效考核，阐述了如何进行事业部绩效管理的指标考核与实施、 考核结果反馈等各项内容。第四部分对事业部绩效管理方案实施提出了保障措 施，分别从组织保障、制度保障、管控保障等三个方面进行了说明，从各个方 面给予绩效管理实施以最大的保障。II 事业部作为吉林省隆达工装设备有限公司的核心部门，是公司实现工业转 型与价值创造的重要支撑，是实现公司整体利润提升的关键所在。为了更好地 激励员工的工作热情，更充分地发挥事业部的中流砥柱作用，更明确地进行岗 位绩效考核，做好公司事业部的绩效管理体系方案，是公司人力资源管理框架 构建的重要步骤。 关键词： 事业部；绩效管理；人力资源III Abstract The Design of the Performance Management System in LongDa Tool &Die Co., Ltd Division With the development of high-tech technologies such as the Internet and artificial intelligence, the global economy is advancing at a rapid pace toward informatization and science and technology. It will directly bring China's economically important information sources with manufacturing as the main body. Economic restructuring is imminent. The structural transformation cannot be delayed. In a rapidly changing manufacturing environment, the risk of the industry becomes more and more elusive, and how to reduce the industry risk becomes more difficult. As an important part of the manufacturing industry, the automotive mold industry must continuously innovate in scientific and technological production in development, adhere to development strategies, and reform internal management in order to achieve sustainable development in a volatile market environment. Longda Tooling &Die Co., Ltd Division engaged in mold manufacturing, as one of the important representatives of emerging technology companies, enterprises have long insisted on technological innovation, the creation of a number of national patents. At the same time, in daily strategic management, people will be regarded as an important cornerstone of the future strategic development of enterprises as a means of building smart factories, developing smart manufacturing and realizing the management reform. This article divides into four parts: The first part describes the significance and background of this topic, briefly summarizes the research methods used in the writing of the article, mainly applied literature research, investigation research, interview research and comparative analysis, and summarizes the literature and theory with practical significance in the research process. The second part mainly introduces the natural situation of the company, analyzes the status quo of performance management of the business department, finds problems in management, lacks new system of performance management system, unreasonable design of assessment indicators,IV application of assessment results is not extensive, and system awareness And the implementation of deviations and other shortcomings, the analysis of the various problems caused by personnel, systems, management and many other aspects. The third part puts forward the optimization plan of the performance management of the company's business department, redesigns the performance management index system, performs the performance evaluation of the target level according to the level of the position and the development degree of the business department, and expounds how to carry out the performance evaluation of the performance management of the business department. And implementation, evaluation results feedback and other content. The fourth part puts forward the safeguard measures for the implementation of the performance management plan of the business department, which is explained from three aspects: organizational security, system security, and management and control protection. The performance management is given the greatest guarantee from all aspects. As the core department of Longda Tooling &Die Co., Ltd，Division is an important support for the company to achieve industrial transformation and value creation, and is the key to realizing the company's overall profit improvement. In order to better motivate staff enthusiasm, give full play to the role of the mainstay of the division, more specific job performance appraisal, and do a good job in the company's performance management system program is an important step in building the company's human resources management framework. Key words: Division; Performance management; Human resourcesV 目 录 第 1 章 绪 论....................................................................................... 1 1.1 选题背景与意义 ............................................................................ 1 1.2 研究方法与内容 ............................................................................ 1 1.3 文献综述与理论研究 .................................................................... 2 第 2 章 隆达工装设备有限公司事业部绩效管理现状及存在问题 .. 7 2.1 公司概况 ........................................................................................ 7 2.2 公司实行事业部制的价值 ............................................................ 8 2.3 公司事业部绩效管理现状 .......................................................... 10 2.4 公司事业部绩效管理存在的问题及原因分析.......................... 11 第 3 章 隆达工装设备有限公司事业部绩效管理方案设计 ............ 14 3.1 公司事业部绩效管理优化思路 .................................................. 14 3.2 公司事业部绩效指标设计 .......................................................... 15 3.3 公司事业部绩效管理方案实施与考核...................................... 19 3.4 公司事业部绩效结果反馈 .......................................................... 26 第 4 章 隆达工装设备有限公司事业部绩效管理方案实施的保障 29 4.1 公司事业部绩效管理方案实施的组织保障.............................. 30 4.2 公司事业部绩效管理方案实施的制度保障.............................. 31 4.3 公司事业部绩效管理方案实施的管控保障.............................. 33 结 论 ..................................................................................................... 35