首页 > 资料专栏 > 论文 > 组织论文 > 绩效管理论文 > MBA毕业论文_江西ZH公司绩效考核体系改革研究DOC

MBA毕业论文_江西ZH公司绩效考核体系改革研究DOC

资料大小:2548KB(压缩后)
文档格式:DOC
资料语言:中文版/英文版/日文版
解压密码:m448
更新时间:2021/4/19(发布于江西)

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
I 摘要 在改革开放政策不断优化和中国入市程度不断加深的同时,国内企业间的 竞争已然进入白热化,可从本质上来看,竞争企业中的高素质人才成为了赢得 行业竞争的关键。基于此,怎样优化企业内部的团队凝聚力,增强职工的工作 自觉性、积极性,全方位、深层次的开发企业的人才资源,成为现代企业亟待 解决的一大难题。众所周知,绩效考核是企业掌控优质人才资源的核心枢纽, 通过绩效考核可以激发职工的工作自觉性、积极性,升华人才资源的价值。由 此可见,绩效考核是帮助现代企业完成经营战略目标的核心监管方式。对此, 企业势必要从自身实践情况出发,发展自身的不足,不断的优化绩效考核体系, 正因如此,用科学有效的绩效考核机制推动企业创新发展非常重要。 本篇论文在讨论了绩效考核的研究背景和意义,分析其国内外研究现状后, 以 ZH 公司的发展现状作为探究的实例,对现代企业在绩效考核体系中存在的共 同难题进行综合探究,在深层次分析绩效考核理论的基础上,如期望理论、公 平理论等,全方位解析了 ZH 公司绩效考核现状。采取文献研究法、案例研究法、 调查问卷法、归纳法的方式归纳出 ZH 公司在绩效方面的不足,如员工满意度低、 考核指标过于抽象,无法发挥激励作用,无法为员工奖惩晋升提供依据,缺乏 公平性等。立足于 ZH 公司发展现状,从实际出发,以企业文化、人才资源、制 度建设等几个方面为切入点,将 ZH 公司现有的绩效考核体系进行优化和改进。 分别按中层干部角度和员工角度进行绩效考核,主要从能力、态度、业绩三个 方面进行。并因此制定了日常型(如:考勤率、项目完成率、材料节约损失情 况、单项事件考核等)和达成型(如:收入、利润、回款、现金流等)两类绩 效考核指标。进一步优化了绩效考核体系中的考评方式,考核指标权重分配, 考核主体等核心要素。绩效考评方式采用 360°考评法,由自我、客户、上级、 同级、下属五个维度进行考评,最终研究出符合 ZH 公司实际发展现状的绩效考 核体系。并以此为据总结出相配套的实施保障举措,分别是人力资源保障、企 业文化保障、制度层面保障。最后,也指出了本论文中的不足,即考核指标的 设计还有待提升。 关键词:绩效考核;人力资源;体系改革;ABSTRACT II ABSTRACT While the reform and opening policy has been continuously optimized and the degree of entry into the market has been deepened, the competition between domestic enterprises has already entered a white-hot, but in essence, the high-quality talents in the competitive enterprises have become the key to win the competition in the industry. Based on this, how to optimize the cohesion of the team within the enterprise, enhance the work consciousness and enthusiasm of employees, and develop the talents resources of the enterprise in an all-round and deep-seated manner, has become a major problem that needs to be solved. It is well known that performance appraisal is the core hub of enterprises to control high-quality talent resources. Through performance appraisal, employees can be encouraged to work consciously, enthusiasm, and sublimate the value of talent resources. It can be seen that performance appraisal is the core supervision method to help modern enterprises achieve their business strategy goals. In this regard, enterprises are bound to start from their own practice, develop their own shortcomings, and continuously optimize the performance evaluation system. This is why it is very important to use scientific and effective performance evaluation mechanisms to promote enterprise innovation and development. This paper discusses the background and significance of performance appraisal, analyzes the current research situation at home and abroad, and takes ZH's development status as an example to explore the common problems existing in modern enterprises in the performance appraisal system. On the basis of deep analysis of performance evaluation theory, such as expectation theory, fair theory, etc., the overall analysis of ZH company performance evaluation status. Taking the methods of literature research, case study, questionnaire, and induction, ZH's shortcomings in performance are summarized. For example, staff satisfaction is low, assessment indicators are too abstract, and they can not play an incentive role, and they can not provide employees with rewards, punishments, and promotions. Lack of fairness, etc.. Based on the status quo of ZH's development, starting from reality and taking severalABSTRACT III aspects such as corporate culture, talent resources, and institutional construction as an entry point, ZH's existing performance appraisal system will be optimized and improved. Performance evaluation is carried out according to the perspective of middle-level cadres and employees, mainly from three aspects: ability, attitude, and performance. Therefore, it has formulated two types of performance evaluation indicators: daily attendance rate, project completion rate, material saving loss, individual event assessment, etc., and completion(such as income, profit, return, cash flow, etc.). It further optimizes the evaluation methods in the performance appraisal system, the weight distribution of evaluation indicators, and the core elements such as the assessment subject. The performance evaluation method adopts the 360 ° evaluation method, which is evaluated by the five dimensions of self, customer, superior, peer, and subordinate, and finally develops a performance evaluation system that conforms to the actual development status of ZH. Based on this, we summarize the corresponding measures to implement the guarantee, which are human resources security, corporate culture security, and institutional security. Finally, it also points out the shortcomings in this paper, that is, the design of the evaluation indicators still needs to be improved. Key words: performance appraisal; Human resources; System reform;目录 IV 目录 第 1 章 绪论...............................................................................................................1 1.1 研究背景与意义 .............................................................................................1 1.1.1 研究背景 ...............................................................................................1 1.1.2 研究的意义 ...........................................................................................2 1.2 国内外研究现状 .............................................................................................4 1.2.1 国内研究现状 .......................................................................................4 1.2.2 国外研究现状 .......................................................................................5 1.3 研究的主要内容 .............................................................................................7 1.4 研究方法 .........................................................................................................7 第 2 章 绩效相关概念及理论基础.............................................................................9 2.1 绩效相关概念 ..................................................................................................9 2.1.1 绩效 ........................................................................................................9 2.1.2 绩效考核 ................................................................................................9 2.2 相关理论 .......................................................................................................10 2.2.1 期望理论 .............................................................................................10 2.2.2 公平理论 .............................................................................................11 第 3 章 ZH 公司绩效考核现有方案分析..................................................................13 3.1 ZH 公司的基本现状 ......................................................................................13 3.1.1 ZH 公司简介 ........................................................................................13 3.1.2 ZH 公司的组织架构及员工构成 ........................................................13 3.1.3 ZH 公司绩效考核方案介绍 ................................................................15 3.2 对 ZH 公司绩效考核现状进行调查 ............................................................17 3.2.1 个别访谈 ..............................................................................................17 3.2.2 问卷调查 ..............................................................................................18 3.3 ZH 公司现行绩效考核方案的不足及原因解析 ..........................................25 3.3.1 ZH 公司现行绩效考核方案的不足 ....................................................25 3.3.2 原因分析 .............................................................................................26目录 V 第 4 章 ZH 公司绩效考核现行方案的改进.............................................................29 4.1 ZH 公司绩效考核方案改进原则和思路 ......................................................29 4.1.1 绩效考核体系改进的原则 .................................................................29 4.1.2 绩效考核体系改进的思路及框架 .....................................................29 4.2 ZH 公司绩效考核指标改进设计 ..................................................................31 4.2.1 部门中层管理人员的考核 ..................................................................31 4.2.2 部门员工的考核 .................................................................................32 4.3 考核权重确定方法 ........................................................................................33 4.3.1 考核指标权重的确定 ..........................................................................33 4.3.2 不同管理层及员工的权重分配不同 ..................................................33 4.4 绩效考核的方法改进 ....................................................................................41 4.4.1 运用 360 度考评法 ..............................................................................41 4.4.2 员工考核主体区别化 ..........................................................................42 4.5 制订绩效考核计划 ........................................................................................43 4.5.1 绩效考核实施 ......................................................................................43 4.5.2 绩效考核结果的反馈 ..........................................................................44 4.5.3 绩效考核结果的运用 ..........................................................................47 第 5 章 ZH 公司绩效考核方案改进的实施保障......................................................49 5.1 专业的绩效考核需要人力资源保障 ............................................................49 5.1.1 改进方案实施需要有专业的绩效考核人才队伍 ..............................49 5.1.2 ZH 公司需要补充绩效考核方面的专业人才 ....................................49 5.1.3 ZH 公司需要优化对绩效考核人员的培训机制 ................................50 5.2 企业文化保障 ................................................................................................50 5.2.1 良好的企业文化是绩效考核方案实施的重要保障 ..........................50 5.2.2 建立与绩效考核价值导向相契合的企业文化 ..................................51 5.2.3 充分的尊重员工并让其参与考核体系的改革 ..................................51 5.3 制度层面保障 ................................................................................................52 5.3.1 制定相应的绩效考核制度确保绩效考核改进方案有效实施 ..........52 5.3.2 制度设计要注意实用性与针对性 ......................................................53 第 6 章 研究结论与不足.........................................................................................54 6.1 研究结论 .......................................................................................................54目录 VI 6.2 研究中的不足之处 ........................................................................................55 致谢.............................................................................................................................56