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2020年湘咨公司专业技术人员绩效管理改进方案研究_硕士论文

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绩效管理作为管理的一项重要内容,长期以来一直受到理论界和实业界的重 视,成为社会组织人力资源管理实践中的关键问题。如何才能建立一套适合企业 自身的绩效管理体系,并能够在企业管理实践中顺利实施推进、并能取得明显效 果,一直是国内外企业和研究咨询机构探索的重要课题。近年来,业内人士在这 方面的研究成果颇丰,但针对工程咨询公司专业技术人员绩效管理进行研究的文 献和成果却不多。与此同时,由于工程咨询公司在人员构成、组织结构等方面有 其鲜明的特点,所以结合国内的人文环境和工程咨询公司自身特点对其专业技术 人员绩效管理问题进行有效的研究显得十分必要且有价值。 本文在对湘咨公司原有的专业技术人员绩效考核体系进行评估与问题分析的 基础上,结合公司自身特点,运用绩效管理的基本理论和方法进行了绩效管理改 进方案研究。首先对研究的理论基础、文献综述以及研究思路和方法进行了全面 的阐述和研究,它构成了湘咨公司专业技术人员绩效管理改进方案研究的理论基 础;其次对公司原有专业技术人员绩效考核中存在的问题进行了较为详细的剖析, 并指出了存在的问题;在此基础上,针对公司原专业技术人员绩效考核体系存在 的问题,并结合理论分析与实践经验,对公司的专业技术人员绩效管理体系进行 了重新设计,建立了一套合理的新的绩效管理体系;最后,通过对现实状况进行调 研、测评、考核,对新的绩效管理体系的运行状况进行了全面的评估和总结,并就 新绩效管理体系今后的运行、管理和保障措施提出了对策建议。 上述绩效管理的研究成果己应用于湘咨公司,应用实践表明该研究可以有效 地解决湘咨公司专业技术人员原有绩效考核体系存在的问题,建立了现代企业的 绩效管理体系,提高了企业的管理水平,增强了企业的市场竞争力。 关键词,湘咨公司;专业技术人员;绩效管理;改进方案II Abstract As a fundamental content of the management, human resource management has been paid much attention not only in the theoretic field but also in the practical field and has been regarded as the major factor to the improvement of a company’s competitive ability. Performance management is the key to the human resource management. How to set up a performance management that fits for the company itself and can be implemented smoothly has been explored a long period by companies all over the world. Although many research fruits have been harvested during the past years, however up to present, research literatures and results that are clearly targeting the engineering consulting companies' performance management are fairly scarce. And engineering consulting companies have their distinct traits in personnel structure, organizational structure another respects. In the process of Chinese domestic enterprises' carrying out their performance management, a majority of them just bluntly take over whatever research results that are produced overseas. This situation makes the combining of domestic human environment and engineering consulting companies' own traits to exercise the research of the effective performance management of the technological staff highly necessary and valuable. This thesis analyzes the problems of Hunan International Engineering Consulting Corporation (HIECC)’s human resource management, especially in the performance appraisal system. Based on the assessment and analysis of the problems of the original performance appraisal system of the HIECC and after the research of the theories and methods, the author designs a new scheme of the improvement of the performance management matching the characteristic of HIECC. The thesis is composed of four parts which focusing on the following issues. Firstly, the thesis presents the performance management concepts and theories, the study methods and structure, including the performance management intension, the latest theoretical literature, principles and methods of designing. Secondly, the thesis focuses the analysis of the existing practical performance management of HIECC and reveals the problems of its performance management. In order to improve the performance management system, based on engineering companies' traits, their specialties are summarized via analyzing methods, which can be conveyed as a combination of team type and knowledge type. Then this thesis goes further to point out that presentIII performance management mode adopted by engineering consulting companies does not fit the management over knowledge type employees. The third part is the main body of the thesis designing a new performance management system for the company. According to the design’s procedure, the whole process consists of job analysis, the system of appraisal indicators, the way of performance appraisal and the program of performance management. The last part is a summary of the redesigning work of performance management and the further improving points and I have made an in-depth study of the fundamental theories on the performance management,designed the performance management on the base of combination of theory and the practical situation of HIECC company. The foregoing research results have been implemented in the HIECC and the applied experiences show that the system can solve the original appraisal problems of the performance management of the technological staff of the HIECC. The proposed system can not only help to the construction of the system of the performance management of the modern corporations and the improvement of the management level, but also help to the enhancement of the competitive ability of the corporation. Key Words,HIECC Corporation; Techonological staff; Performance management; ImprovementIV 目 录 摘要...............................................................................................................................I ABSTRACT ................................................................................................................... II 插图索引........................................................................................................................VI 附表索引...................................................................................................................... VII 第 1 章 绪 论.............................................................................................................. 1 1.1 研究的背景和意义................................................................................................ 1 1.2 研究文献综述........................................................................................................ 3 1.3 研究的基本思路及研究方法................................................................................ 6 第 2 章 湘咨公司专业技术人员绩效管理现状分析.................................................. 8 2.1 湘咨公司简介........................................................................................................ 8 2.2 公司组织结构特点及人员的构成特点................................................................ 9 2.2.1 公司组织结构特点 ......................................................................................... 9 2.2.2 公司人力资源构成特点 ............................................................................... 10 2.3 公司对专业技术人员的管理模式...................................................................... 12 2.3.1 岗位考核管理 ............................................................................................... 12 2.3.2 民主测评考核 ............................................................................................... 13 2.3.3 考核程序和办法 ........................................................................................... 13 2.3.4 考核结果的运用 ........................................................................................... 14 2.4 公司在专业技术人员中绩效管理存在的问题.................................................. 14 第 3 章 湘咨公司专业技术人员绩效管理体系改进方案设计................................ 19 3.1 构建改进方案的理论基础.................................................................................. 19 3.1.1 系统评价理论 ............................................................................................... 19 3.1.2 目标一致性理论 ........................................................................................... 19 3.1.3 员工发展理论 ............................................................................................... 20 3.2 绩效管理体系改进方案的设计原则与指导思想.............................................. 21 3.3 专业技术人员绩效管理体系的流程再造.......................................................... 23 3.3.1 专业技术人员绩效管理流程设计 ............................................................... 23 3.3.2 专业技术人员绩效目标的确立和设定 ....................................................... 26V 3.3.3 专业技术人员绩效评价方法选择 ............................................................... 30 3.3.4 专业技术人员绩效考核指标体系的设计 ................................................... 32 3.4 专业技术人员绩效考核的执行与推进.............................................................. 34 3.4.1 绩效考评的计算过程 ................................................................................... 34 3.4.2 以绩效辅导推进绩效考核 ........................................................................... 35 3.5 绩效反馈与考核结果的运用.............................................................................. 36 3.5.1 绩效反馈的方式 ........................................................................................... 36 3.5.2 绩效反馈的阶段划分 ................................................................................... 38 3.5.3 绩效考核结果运用 ....................................................................................... 41 第 4 章 湘咨公司专业技术人员绩效管理体系实施与评估.................................... 42 4.1. 改进后的绩效管理流程实施的保障措施......................................................... 42 4.2 新方案实施的效果评价...................................................................................... 46 4.3 新方案实施中可能遇到的问题及改进办法...................................................... 48 结 论............................................................................................................................ 52