I D 公司事业部绩效考核方案优化研究 中文摘要 随着我国与国际经济的接轨,人力资源的价值已逐渐显露出来,人才是各类组织实 现自身目标的核心要素。现代企业中人力资源管理部门的工作主要是激励员工，然而 激励员工的根本就是员工的绩效考核机制。绩效考核对企业发展的重要作用已越来越 受到企业的认可。企业应当把员工的工作行为、个人业绩与企业未来发展情况相挂钩， 所以制定一套有效的绩效考核方案对企业来说显得尤为重要。因此，在单位内部建立 合理有效的绩效考核体系势在必行。 D 公司是一家世界知名的婴幼童系列产品、运动休闲用品、家具等产品的集团公 司。本文以绩效考核理论为指导，运用案例分析法、问卷调查统计分析的方法，对 D 公司原有绩效考核机制进行深入分析，总结了其存在组织战略目标缺乏有效传递、绩 效考核执行缺乏有效控制、绩效考核结果奖惩不透明化、绩效考核激励措施不够完善 等问题。并在此基础上，对 D 公司的绩效考核方案进行了优化，提出了三个方面的 改进，建立了全面公平的绩效考核方案；建立更加完善的内部选拔制度；建立长期的 激励机制；并进一步提出了建立绩效考核优化方案的监督机制、加强和完善激励制度 以及运行效果预测的保障措施。 关键词，绩效考核 事业部制 激励方案 作 者，周佳慧 指导老师，魏文斌英文摘要 D 公司事业部绩效考核方案优化研究 II D Company Division Performance Evaluation Scheme Optimization Research Abstract Along with our country gradually with the international economic, the value of human resources has been gradually revealed, talent is the core elements of all kinds of organization achieve its goal. Now the main work of human resources management department is to motivate employee, and the fundamental to incent employee is company’s performance appraisal. Performance evaluation’s important role to enterprise's development has been recognized by more and more enterprises. The enterprise shall link the employee's work behavior, individual performance with the enterprise development in the future, so to establish a set of effective performance appraisal system is particularly important for enterprises. Therefore, it is imperative to establish reasonable and effective performance appraisal system in the unit interior. D company is a global world famous company with Juvenile, Recreational/Leisure, Home Furnishing products. In this paper, guided by the theory of performance appraisal, with case analysis, questionnaire investigation and statistical analysis methods, in-depth analysis of the original performance evaluation mechanism of D company, summarizes its existing problem such as lack of effective transfer to organization strategic target, lack of effective control to performance appraisal, performance evaluation results, rewards and punishment is not transparent, and the imperfection of the performance appraisal incentives. On this basis, the performance appraisal of D company mechanism is optimized, mainly has carried on three improvement aspects: the establishment of a comprehensive fair performance appraisal system, to establish a more perfect system of internal selection, the establishment of a long-term incentive mechanism. And further propose supporting measures such as setting up performance appraisal supervision mechanism of optimization scheme, strengthen and perfect the incentive system and running effect forecast. Keyword: Performance appraisal, Divisional Organization, Inventive Scheme Written by Zhou Jiahui Supervised by Wei Wenbin目 录 第一章 绪 论............................................................................................................... 1 1.1 选题背景和研究意义............................................................................................. 1 1.2 研究方法和研究思路............................................................................................. 2 1.2.1 研究方法:......................................................................................................... 2 1.2.2 研究思路.......................................................................................................... 3 1.3 研究内容和结构安排............................................................................................. 4 第二章 理论基础及文献综述........................................................................................ 6 2.1 绩效考核相关理论................................................................................................. 6 2.2 国外学者对绩效考核的研究概述.......................................................................... 7 2.2.1 亨特绩效评估因果模型................................................................................... 7 2.2.2 亨特模型的拓展.............................................................................................. 7 2.2.3 波曼等人的模型.............................................................................................. 8 2.3 国内学者对绩效考核研究概述.............................................................................. 9 第三章 D 公司简介及事业部绩效考核问题分析....................................................... 13 3.1 D 公司简介 ........................................................................................................... 13 3.1.1 事业部组织架构............................................................................................ 14 3.1.2 工作岗位分析................................................................................................. 16 3.1.3 人力资源管理现状 ........................................................................................ 17 3.2D 公司现行的绩效考核制度................................................................................. 18 3.2.1 现行的工资福利制度..................................................................................... 18 3.2.2 D 公司现行的绩效考核方案.......................................................................... 19 3.3D 公司事业部绩效考核问卷调查统计分析 ......................................................... 23 3.3.1 问卷设计及发放回收..................................................................................... 23 3.3.2 问卷调查统计分析 ........................................................................................ 23 3.4 D 公司现行绩效考核体系存在的问题................................................................. 28 3.4.1 组织战略目标缺乏有效传递.......................................................................... 28 3.4.2 绩效考核执行缺乏有效控制.......................................................................... 293.4.3 绩效考核结果奖惩不透明化.......................................................................... 29 3.4.4 绩效考核激励措施不够完善.......................................................................... 30 第四章 D 公司事业部绩效考核方案的优化............................................................... 32 4.1 绩效考核方案的优化设计.................................................................................... 32 4.1.1 绩效考核方案的优化设计思路...................................................................... 32 4.1.2 绩效考核的优化方案..................................................................................... 35 4.1.3 绩效考核体系的评估标准............................................................................. 38 4.2 内部选拔制度的完善........................................................................................... 39 4.2.1 事业部内部选拔............................................................................................. 40 4.2.2 跨事业部岗位选拔 ........................................................................................ 41 4.2.3 新岗位试用期评估 ........................................................................................ 43 4.3 激励制度的构建 ................................................................................................... 43 4.3.1 激励机制的设计思路...................................................................................... 44 4.3.2 激励机制的设计原则..................................................................................... 44 4.3.3 激励机制的对策和方案............................