首页 > 资料专栏 > 组织 > 机构类型 > 分支机构 > SDY东北分公司中层管理人员绩效考核方案改进研究

SDY东北分公司中层管理人员绩效考核方案改进研究

taoqiba***
V 实名认证
内容提供者
热门搜索
资料大小:816KB(压缩后)
文档格式:WinRAR
资料语言:中文版/英文版/日文版
解压密码:m448
更新时间:2021/1/19(发布于浙江)

类型:金牌资料
积分:--
推荐:升级会员

   点此下载 ==>> 点击下载文档


文本描述
医药行业作为一个与人类的身体健康和生活质量具有十分密切的关联的行 业,自从1978年改革开放至今,国内的医药企业已经进入到了一个高速发展的阶 段,如何面对国内医药行业残酷的竞争,如何顺应医药市场的千变万化,已成为 国内医药企业必须考虑和解决的难题。一个企业组织中,职工的绩效决定着整个 企业组织的绩效,因此,医药企业要想在激烈的医药市场竞争中占得上风,首先 必须在人力资源占得先机,这其中一个行之有效的企业绩效考核方案的运用,是 一个企业人资管理和人资活动的一个基础,是企业员工的晋升、解雇、奖励、惩 罚、培训、转岗等的重要参考依据,同时亦是用来不断检查和逐渐改进职工现有 的工作绩效的一个十分重要的途径。因此,企业组织应该考虑的问题是如何正确 地对企业组织中的员工进行有效的绩效考核,这是每个企业组织都需要考虑和面 临的重要问题。 企业的中层管理人员是保证一个企业能够正常运转的管理者、组织协调者、 贯彻者,是处于企业高层领导和基层职工间的管理人员。因此,中层管理人员是 否能够认真、及时、有效地做好自己的本职工作,直接影响着企业决策是否能够 真正做到上通下达 ,而中层管理人员表现出来的业务素质的高低和工作业绩的 好坏,也对企业组织的管理效率和经济效益的好坏产生着直接影响。在目前激烈 竞争的市场环境下,企业组织该怎样去不断的完善企业组织的中层管理人员的绩 效考核方案,不断的去提升企业组织在市场中的综合竞争力,已然成为了企业组 织可持续发展的一个重大课题。 本文以SDY东北分公司中层管理人员的绩效考核为主要的研究对象,以绩效 考核理论、激励理论的研究为基础,通过收集相关的材料,去到公司内部进行实 地的调查等方式,对SDY东北分公司中层管理人员的绩效考核现状、目前存在的 问题以及产生问题的原因等进行深入的分析,同时,为了进一步改进SDY东北分 公司中层管理人员的绩效考核方案,通过与SDY东北分公司的实际情况相结合, 采用平衡计分卡、关键绩效指标考核法和360度考核法,制定了SDY东北公司 中层管理人员绩效考核改进方案,并通过获得公司高层领导的大力支持、全体员 工的积极参与、激励机制的建立和完善、公司绩效考核文化的建设、信息化考核 工具的应用以及改进方案的实行等措施,保证SDY东北分公司中层管理人员绩效 考核改进方案的顺利施行。 SDY东北分公司中层管理人员绩效考核方案的进一步改进和完善,对于公 司实施人才战略抓住市场机遇、适应大环境变化、打造职业化的中层管理人员、 提高公司的人力资源的管理水平和分公司的经营绩效、实现分公司人力资源优化 再配置等具有十分重要的意义,同时为分公司的中层管理人员建立一套更加公 平、科学、合理的绩效考核方案,对同类型公司的中层管理人员的绩效考核也能II 起到一定的借鉴作用。 关键词:中层管理人员;绩效考核;改进;平衡记分卡;关键绩效指标;III Abstract The pharmaceutical industry is closely related to human health and quality of life, since the reform and opening up in 1978, domestic pharmaceutical enterprises have entered a stage of rapid development. how to face the brutal competition in the domestic pharmaceutical industry, how to adapt to the medical market has become a problem to consider the myriads of changes, and the domestic pharmaceutical enterprises must solve. The performance of a company's employees determines the performance of the whole enterprise, so pharmaceutical companies must be in the human resource for getting the advantage in the fierce competition in the market. The performance appraisal scheme is based on effective human resource management activities of an enterprise, is an important reference for staff promotion, dismissal, reward and punishment, training, job transfer etc, and it is also an important way to check and improve the performance of employees. Therefore, how to effectively assess the performance of employees in enterprises is an important issue that every enterprise needs to consider and face. The middle management of the enterprise is the management personnel, the organization personnel, the implementation personnel and the coordinator in the enterprise operation and it is the management personnel of the enterprise high level leader and the basic level staff. Therefore, whether the middle managers can seriously, timely and effectively do their own work, directly affect the enterprise decision whether can be issued on the pass, while the middle management personnel's service quality and work performance will directly affect the enterprise's management efficiency and economic benefit. In the current market environment, how to improve the performance appraisal of the middle management personnel, and how to improve the comprehensive competitiveness of enterprises has become a major issue of sustainable development of the company. This paper takes SDY Northeast Branch of the middle management personnel performance evaluation as the research object, and it bases on the research performance evaluation theory and incentive theory ,which analyzes the present situation and the existing performance appraisal and the causes of the problems by collection and on-the-spot investigation data, In order to further improve the performance appraisal system for middle managers, which combines with the company's actual situation, the paper uses the balanced scorecard, key performance index and 360 degree evaluation method to establish the SDY Northeast company middle management staff performance appraisal improvement scheme, and in order to ensure the smooth implementation of the company's middle managers performance assessment scheme, the paper proposes some implementation measures such as obtaining the strong support of senior leadership, all staff participation and incentive mechanism, establishing and improving the company performance in the constructionIV of culture, information technology assessment tools application etc. The performance appraisal scheme of middle level managers of SDY northeast branch company is very important for the company to implement talent strategy to seize market opportunities, and it is also important to adapt to the changing environment, create a professional middle management personnel, improve the company's human resource management level and business performance, and achieve the company's human resource optimization and re configuration, etc. Key words: middle-level manager; performance appraisal; improvement; BSC; KPIV 目录 第 1 章 绪论 ........................................................................................................................... 1 1.1 选题背景与研究意义........................................................................................................ 1 1.1.1 选题背景 ................................................................................................................. 1 1.1.2 研究意义 ................................................................................................................. 2 1.2 国内外研究现状 ............................................................................................................... 2 1.2.1 国外相关研究综述 ................................................................................................. 2 1.2.2 国内相关研究综述 ................................................................................................. 5 1.3 研究思路与研究方法 ......................................................................................................... 7 1.3.1 研究思路 ................................................................................................................. 7 1.3.2 研究方法 ................................................................................................................. 7 1.4 报告框架结构 .................................................................................................................... 8 第 2 章 绩效考核相关理论综述 ............................................................................................ 11 2.1 绩效考核相关理论概述 .................................................................................................. 11 2.1.1 绩效考核的概念 ................................................................................................... 11 2.1.2 绩效考核的种类 ................................................................................................... 11 2.1.3 绩效考核的常用方法 ........................................................................................... 12 2.2 激励理论概述 .................................................................................................................. 15 2.2.1 激励的含义和意义 ............................................................................................... 15 2.2.2 激励的相关理论 ................................................................................................... 17 第 3 章 SDY 东北分公司中层管理人员绩效考核现状分析 ..................................................... 19 3.1 SDY 东北分公司现状 ...................................................................................................... 19 3.1.1 SDY 东北分公司概况 ............................................................................................. 19 3.1.2 SDY 东北分公司人力资源现状 ............................................................................. 20 3.2 SDY 东北分公司中层管理人员绩效考核的现状 ......................................................... 22 3.2.1 SDY 东北分公司中层管理人员界定和特点 ...................................................... 22 3.2.2 SDY 东北分公司中层管理人员绩效考核现状 .................................................. 23 3.3 绩效考核存在的问题 ...................................................................................................... 25 3.3.1 绩效考核方案与公司战略目标脱节,考核指标未层层分解 ........................... 25 3.3.2 绩效考核指标及权重的设置不够科学、完善 ................................................... 25 3.3.3 绩效考核周期的设置缺乏合理性 ....................................................................... 26 3.3.4 绩效考核结果没有得到及时的反馈 ................................................................... 26 3.3.5 绩效考核的结果缺乏合理的应用,起不到激励的作用 ................................... 26 3.3.6 信息化绩效管理手段欠缺 ................................................................................... 26 第 4 章 SDY 东北分公司中层管理人员绩效考核方案改进 .................................................... 29 4.1 绩效考核方案改进的目标与原则 .................................................................................. 29 4.1.1 方案改进目标 ....................................................................................................... 29 4.1.2 方案改进遵循原则 ............................................................................................... 30 4.2 绩效考核方案设计思路 .................................................................................................. 31 4.3 岗位职责确定 .................................................................................................................. 32 4.3.1 办事处销售经理岗位职责 .................................................................................... 32 4.3.2 产品经理岗位职责 ............................................................................................... 32 4.4 SDY 东北分公司绩效考核指标的设定(KPI 维度) ...................................................... 33 4.4.1 SDY 公司绩效考核指标设定 ................................................................................. 34 4.4.2 SDY 公司绩效考核指标分解 ................................................................................. 34 4.5 绩效考核的权重设定 ...................................................................................................... 35 4.6 绩效考核标准设定 .......................................................................................................... 38 4.7 绩效考核的具体实施改进 ............................................................................................... 38 4.7.1 绩效考核流程 ....................................................................................................... 38 VI 4.7.2 绩效考核周期重设 ............................................................................................... 39 4.7.3 绩效面谈和反馈 .................................................................................................... 39 4.7.4 绩效考核申述 ....................................................................................................... 40 4.8 绩效考核结果的应用 ...................................................................................................... 41 第 5 章 SDY 东北分公司中层管理人员绩效考核方案应用与实施保障 .................................. 43 5.1 中层管理人员绩效考核方案的具体应用 ...................................................................... 43 5.1.1 绩效考核评价 ....................................................................................................... 43 5.1.2 绩效考核面谈和反馈 ........................................................................................... 43 5.1.3 中层管理人员绩效考核结果应用 ....................................................................... 43 5.2 中层管理人员绩效考核方案实施的保障 ...................................................................... 44 5.2.1 公司高层领导的大力支持 .................................................................................... 44 5.2.2 全体员工的认可和积极参与 ................................................................................ 45 5.2.3 绩效考核组织的建立 ........................................................................................... 45 5.2.4 激励机制的建立和完善 ....................................................................................... 45 5.2.5 公司绩效考核文化的建设 ................................................................................... 45 第 6 章 结论 .......................................................................................................................... 47 附录 ....................................................................................................................................... 49