C 集团绩效管理方案改进研究 我国的大型国企多数为“人”管理企业的模式，即企业领导者的思维决定整个企 业的管理体系，而不是靠完善的制度管理。通常人们认为我国的国有企业不会改变其 管理理念，即使在改制完一两年后，甚至也不会产生成型的有效管理体系，尤其是绩 效管理。目前我国多数的企业领导者在经营时主要精力是放在积累财富上，而对商标、 商誉的传承，开发大规模异地市场或建立一套让公司传承百年的有效管理制度都不太 感兴趣，我工作所在的 C 集团便是其中之一。 随着政府工程的招标化，C 集团已经不能继续依靠自己是 C 区管委会直属企业而 拿到工程或享有其他特殊优惠政策。企业经营渐入困境。2006 年 C 区管委会决定让 C 集团部分股份私有化，集团领导及员工按比例购买私有化的股份，企业及职工都摆脱 国有身份，变为国有控股、自主经营、自负盈亏的企业模式。出于对员工的保护，C 区管委会下达了一份红头文件，要求企业三年内岗位不变，不能让一名员工下岗。也 正是因为这份文件导致了 C 集团在改制后初期企业管理体制没有改变，企业运营模式 没有改变，企业经营仍然困难，在 2009 年被民企 A 公司全面收购，后经企业人员、资 源重组，重新建立完善企业经营管理体系，在 2011 年实现了 8 年未见的集团所有子公 司全部盈利。由此可见一套完善、有效的管理制度对企业的重要性。在这一系列的改 变中，因为 C 集团的特殊性，人力资源管理及其包含的绩效管理起到的作用尤为显著。 我们从企业实际特点出发，和企业高管沟通制定绩效计划；通过学习初期单纯使 用了 360 度考核方法，后来经过学习专业知识及进一步对本企业的剖析，改用了 BCS 及 KPI 结合的考核方法；通过不断的沟通与培训辅助员工对绩效管理的进一步了解； 让绩效管理结果与员工个人利益相挂钩保障绩效的执行，也提高了企业的绩效。 C 集团在绩效管理实际操作中，在不同时期出现了不同的问题。本文对 C 集团绩 效管理改制前后的环境和存在问题分析进行分析，从多方面入手提出对应的应对措施， 希望对以后面临同样局面的企业起到借鉴的作用。 关键词： 人力资源管理，绩效管理，绩效考核III Abstract Study on the Performance Management Scheme of C Group Most large state-owned enterprises in China adopt the mode of management by “people”, namely the whole enterprise’s management system is decided by enterprise leaders’ thinking, rather than perfect management system. Usually people think that China's state-owned enterprises will not change its management concept, even in restructuring after a year or two, even also won't produce forming an effective management system, especially in performance management. At present, the majority of business leaders in the business when the main focus is on the accumulation of wealth, and the transmission of trademarks, goodwill, and development of large-scale foreign market or a set of let the company pass one hundred effective management systems are not very interested in, I work in C group is one of them. As the government project bidding, cannot continue to rely on oneself is C area ,C group enterprises directly under the ac and get engineering or have other special preferential policies.Enterprise management be stickier. In 2006 area C management committee decided to privatize a majority stake in C group, group leaders and employees in proportion to buy privatisation of the company, enterprise and worker are get rid of national identity, into a state-controlled, operate independently, self-financing enterprise patterns.For the protection of employees, C area management committee issued a red tape, jobs require companies to three years, can't let a worker laid off. Also caused the C group precisely because this document at the beginning of the restructuring after the enterprise management system has not changed, the enterprise operation mode has not changed, the business is difficult, finally in 2009 by the corporation company A full takeover, restructuring after the enterprise personnel, resources, to establish A perfect enterprise management system, in 2011 the group eight years did not see all the subsidiary to make A profit. Thus a set of perfect and effective management system on the importance of the enterprise. In a series of change, because of the particularity of C group, human resource management and performance management of the effect is particularly significant. We proceed from the actual characteristics of the enterprise, and corporate executives to communicate develop performance plans; early learning through the simple use of a 360-degree assessment methods, and later after learning expertise and further analysis of theIV enterprise, the use of assessment methods and KPI BCS combined; assisted through constant communication and training staff to further understanding of performance management; let the results and employee performance management personal interests linked to the implementation of safeguards performance, but also improve the performance of the enterprise. C group in performance management practice, different problems in different periods. In this paper, the C group performance management system analysis to analyze the environment and the existence question, proposed from aspects of the corresponding countermeasures, hope to face the same situation of the enterprises have the effect of reference. Keywords: Human Resource Management, Performance management，Performance evaluation.V 目 录 第 1 章 绪论......................................................................................................1 1.1 研究背景...............................................................................................1 1.2 研究意义...............................................................................................2 1.3 论文主要内容与结构安排...................................................................2 第 2 章 相关理论..............................................................................................4 2.1 人力资源管理的概念...........................................................................4 2.2 绩效管理的概念及作用.......................................................................5 2.3 绩效考核的概念及目的.......................................................................6 2.4 绩效考核的相关方法...........................................................................6 第 3 章 C 集团绩效管理现状及存在问题的分析..........................................9 3.1 C 集团简介 ...........................................................................................9 3.2 C 集团绩效管理现状 .........................................................................12 3.3 绩效管理体系存在问题的分析.........................................................15 3.3.1 绩效计划方面............................................................................15 3.3.2 绩效沟通方面............................................................................16 3.3.3 绩效考核方面............................................................................16 3.3.4 绩效反馈及绩效结果应用方面 ...............................................17 3.4 工对绩效管理目的认识问题的分析 ................................................18 3.5 关于对员工理解绩效管理工作的问题的分析 ................................19 第 4 章 C 集团绩效管理方案的改进............................................................21 4.1 C 集团改进绩效管理风险分析.........................................................21 4.2 改进绩效管理体系的风险预防措施 ................................................23 4.3 绩效管理体系的设计思路.................................................................26 VI 4.4 绩效指标的改进.................................................................................26 4.5 绩效计划的改进.................................................................................30 4.6 绩效辅导的改进.................................................................................32 4.7 考核体系的改进.................................................................................33 4.8 绩效反馈的改进.................................................................................36 第 5 章 绩效管理的方案实施 .......................................................................39 5.1 实施原则.............................................................................................39 5.2 保障措施.............................................................................................40 5.2.1 与薪酬形成有机联系 ...............................................................40 5.2.2 与岗位形成有机联系 ...............................................................41 5.2.3 与培训形成有机联系 ...............................................................41 第 6 章 结束语................................................................................................43