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MBA硕士毕业论文_B公司绩效管理存在问题及对策研究

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进入二十一世纪,随着中国经济的快速发展及新一轮的消费升级带动,国内小家电 行业发展迅速,已成为支撑我国经济发展的新的价值增长点,同时国内小家电的市场竞 争也日趋激烈。作为西式小家电出口代表型企业的 HB 公司,为了促进实现“ODM+OEM” 订单生产模式与“OBM”品牌运营模式的均衡发展战略,近几年持续调整经营策略及国 内营销策略,加大在国内市场资源投入,以期促进自有品牌在国内市场的成长,从而迎 来新的成长机遇期。随着 HB 公司的转型升级及快速发展,对原有绩效体系进行研究分 析并顺应发展需求进行优化和改进,提升绩效管理效能显得尤为急迫和更为重要。 本研究以现代企业绩效管理理论作为指导,通过定量和定性相结合的研究方式,以 HB 公司绩效体系为研究对象,采用文献研究法、访谈法、问卷调查法及专家咨询法等方 法,对 HB 公司绩效管理现状进行全面梳理和综合分析,通过研究发现 HB 公司在绩效管 理方面主要存在以下五大问题:(1)KPI 指标规划的有效性不足;(2)绩效计划及绩效 辅导做得不到位;(3)绩效考核结果效度不足;(4)绩效评价结果缺乏多维度应用;(5) 持续的绩效沟通及反馈执行不到位。 针对HB公司绩效体系存在的问题及原因分析,本研究以HB公司的战略实施为导向, 在企业管理及绩效管理相关理论指导下,结合绩效管理实践经验,提出 HB 公司绩效体 系效能提升的五大优化对策建议:(1)优化 HB 公司的 KPI 指标体系;(2)优化 HB 公司 的绩效管理流程;(3)强化绩效体系实施的过程管理,(4)做好绩效体系实施的保障工 作;(5)加强绩效体系实施成效的评估工作。 研究者期望通过 HB 公司绩效管理改进对策的实施,不断促进 HB 公司经营管理水平 的提升,培育及持续强化 HB 公司核心竞争优势,支撑 HB 公司战略目标及年度经营目标 的实现;同时也期为行业内其他小家电企业的绩效管理效能提升提供有益的参考作用及 借鉴价值。 关键词:小家电企业;人力资源管理;绩效管理体系;绩效管理II Abstract In the 21st century, with the rapid development of China's economy and the promotion of a new round of consumption, the domestic small home appliance industry has developed rapidly, which has become a new value growth point to support China's economic development. Meanwhile, the market competition of domestic small home appliance has become increasingly fierce. As a representative of the Western small home appliance export enterprises of HB company, to promote the realization of “ODM and OEM” orders production mode and “OBM” brand operation mode of the balanced development strategy, continue to adjust business strategy and domestic marketing strategy in recent years, increasing resources in the domestic market, in order to promote the growth of the own brand in the domestic market, so as to usher in a new growth opportunity. With the transformation, upgrading and rapid development of HB company, it is urgent and more important to study and analyze the original performance system and optimize and improve it in line with the development needs. This study using the modern enterprise performance management theory as the guidance, through the combination of quantitative and qualitative research ways, with HB company performance system as the research object, using literature study, interview method, questionnaire investigation and expert consultation method and other methods, the current situation of HB company performance management comprehensive carding and comprehensive analysis, through the study found that HB company in performance management mainly exist the following five problems: (1) the effectiveness of the KPI plan; (2) performance planning and performance guidance are not available; (3) insufficient validity of performance appraisal results; (4) lack of multi-dimensional application of performance evaluation results; (5) the continuous performance communication and feedback execution is not in place. Aiming at the existing problem of HB company performance system and the reason analysis, this study with HB company strategy implementation as the guidance, and performance management in enterprise management under the guidance of relevant theories, combining the experience of performance management, puts forward five HB company performance system performance optimization countermeasures and Suggestions: (1) the optimization of HB company KPI index system; (2) optimize the process of the performance management closed-loop system; (3) strengthen the process management of the implementation and application of the performance system; (4) ensure the implementation and application of the performance system; (5) to strengthen the evaluation of the implementationIII effect of the performance system. The researcher hopes that through the implementation of the performance management improvement strategy of HB company, the improvement of HB company's operation and management level will be continuously promoted, the core competitive advantages of HB company will be cultivated and continuously strengthened, and the realization of HB company's strategic goals and annual business goals will be supported. At the same time, it is also expected to provide useful reference and reference value for the improvement of performance management efficiency of other small household appliance enterprises in the industry. The researchers hope that through the implementation of HB company performance management improvement strategy, HB can continuously improve its core competitiveness and support the realization of HB company strategic objectives and annual business objectives. At the same time, it is expected to provide useful reference value and reference for the performance improvement of other small appliance enterprises in the industry. Key words: Small Appliances Enterprise;Human Resource Management ;Performance Management System;Performance ManagementIV 目录 摘要.............................................................................................................................................I ABSTRACT...................................................................................................................................II 目录...........................................................................................................................................IV 图表目录...................................................................................................................................VI 第一章 绪论.............................................................................................................................1 1.1 研究背景与研究意义......................................................................................................1 1.1.1 研究背景...................................................................................................................1 1.1.2 研究意义...................................................................................................................1 1.2 文献综述..........................................................................................................................2 1.2.1 绩效与绩效管理概述...............................................................................................2 1.2.2 绩效管理常用方法...................................................................................................7 1.3 研究内容及研究设计....................................................................................................12 1.3.1 研究目标.................................................................................................................12 1.3.2 研究内容.................................................................................................................12 1.3.3 研究方法.................................................................................................................12 1.3.4 研究过程.................................................................................................................13 第二章 HB 公司简介及绩效管理现状..................................................................................15 2.1HB 公司发展沿革............................................................................................................15 2.2HB 公司人员总体状况....................................................................................................16 2.2.1 整体结构分析.........................................................................................................16 2.2.2 年龄结构分析.........................................................................................................17 2.2.3 学历结构分析.........................................................................................................18 2.2.4M 类工龄结构分析...................................................................................................20 2.3HB 公司绩效管理的现状................................................................................................20 2.4 本章小结........................................................................................................................23 第三章 HB 公司绩效管理存在问题研究..............................................................................24V 3.1HB 公司绩效管理存在问题访谈研究............................................................................24 3.1.1 结构化访谈提纲设计.............................................................................................24 3.1.2 结构化访谈实施.....................................................................................................24 3.1.3 结果分析.................................................................................................................25 3.2HB 公司绩效管理存在问题的问卷调查研究................................................................26 3.2.1 调查问卷设计及调查实施.....................................................................................26 3.2.2 结果分析.................................................................................................................27 3.3 绩效管理存在问题及原因剖析....................................................................................35 3.3.1 绩效管理存在的主要问题.....................................................................................36 3.3.2 绩效管理存在问题的原因剖析.............................................................................37 3.4 本章小结........................................................................................................................38 第四章 HB 公司绩效管理效能提升对策..............................................................................39 4.1 优化 HB 公司的 KPI 指标体系......................................................................................39 4.2 优化 HB 公司的绩效管理流程......................................................................................49 4.3 强化绩效管理体系实施的过程管理............................................................................58 4.4 做好绩效体系实施的保障工作....................................................................................60 4.5 加强绩效体系实施成效的评估工作............................................................................62 4.6 本章小结........................................................................................................................65 结论...........................................................................................................................................66