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MBA毕业论文_电力设计院知识型员工绩效考核体系优化研究PDF

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随着经济结构进一步调整与优化,市场竞争态势日趋激烈,人力资源成为 各领域竞争的主要内容,为有效增强人力资源综合效益,必须要实施有效的绩 效考核,最大限度激发员工工作的主动性与积极性,提升企业的综合实力与核 心竞争能力。企业内部实施完善的绩效考核,主要目的在于提升劳动生产率和 产品品质,增加商品的销售能力,塑造更加完善的品牌效应。在绩效考核当中, 由于知识型员工大多都处于科研和领导岗位,自身隐藏很大的价值,而现有的 绩效考核体系大多都只能针对数据化的资源进行评价,对于知识型员工考核体 系往往会出现不够准确和全面的问题。因此,提升企业的绩效考核水平,最大 限度调动知识型员工的工作积极性,成为企业必须要深刻思考的课题。 A电力设计院领导班子深刻认识到绩效考核的功能与意义,在企业内部全 面实施绩效考核机制,但由于内部存在认识偏差、历史遗留等问题,导致对知 识型员的绩效考核存在误区,难以达到预期的评价目标。本文通过对A电力设 计院知识型员工进行综合分析与评价,提出相应的优化对策方法,优化绩效考 核体系,为提升A电力设计院的综合效益提供帮助。 论文选择A电力设计院作为具体研究对象,通过对企业的知识型员工绩效 考核体系现状及产出特点进行全面分析,利用人力资源管理相关理论,对可能 存在的问题进行分析与研究,结合设计院工作实际,提出科学合理的绩效考核 体系优化措施。首先,论文对课题研究的背景、意义、国内外理论研究成果进 行全面阐述,对绩效考核、知识型员工概念进行界定与分析;结合研究对象具 体情况,设计和制作调查问卷,重点针对知识型员工绩效考核体系等进行分析, 从中找到设计院在知识员工绩效考核体系当存在的主要问题及原因,从而为解 决问题找准切入点;结合A电力设计院工作运行机制与现状,研究制定符合知 识员工特点的绩效考核体系,包括考核原则、目标、内容及指标系,通过反馈 沟通,增强绩效考核的效果;最后,论文研究制定相应的绩效考核保障措施, 以期能够维护方案的顺利实施,达到预期的考核效果。主要有:提升考核公平 性,建立对应激励机制,建立绩效考核制度体系,明确绩效考核责任及加强企 业考核文化氛围建设等,从而有效解决A电力设计院知识员存在的绩效考核问 题,推动其向制度化、规范化、科学化方向发展。 关键词:电力企业;知识型员工;绩效考核 II Abstract As the core content of human resource management,performance appraisal can stimulate employees' work enthusiasm and enhance their core competitiveness. The purpose of organizational management is to improve product quality,shorten production time, improve product quality and increase product sales. In the process of performance appraisal,the performance appraisal of knowledge workers becomes the difficulty in performance management. How to conduct the scientific system performance evaluation of the knowledge workers,improve their performance level, and improve the performance of the whole team,the work is still a long way off. The management of A power design institute is deeply aware of the importance of performance appraisal to enterprise development. But due to the legacy system, knowledge,A variety of factors such as the specific to the firm in the knowledge staff's performance appraisal process into error,this paper attempts to through A electric power design institute knowledge workers performance review current method to the research analysis, found the problem and put forward countermeasures,on the basis of improving the management staff performance appraisal system, in order to the company management personnel management level and promote to the company's overall efficiency. Taking A electric power design institute of performance appraisal system as the research object,through analyzing the characteristics of the business operation and performance management present situation,the performance of the output characteristics of knowledge workers,the application of modern human resources management related theory and method,the existing problems of performance appraisal system in-depth analysis,and put forward reasonable solution, and in improving their theory knowledge and the ability to solve practical problems and puts forward accords with the practice of A electric power design institute and scientific performance appraisal system,make the performance appraisal system can realize the recognition of employee performance,evaluation and improvement,to ensure that the staff performance appraisal of science fair, can enhance the overall performance of the enterprise,so as to improve enterprise's competitiveness and economic and social benefits. Key words:Electric power enterprises; Knowledge worker; Performance appraisal III 目 录 摘要............................................................ I Abstract ........................................................... II 目 录.......................................................... III 1 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.................................................. 2 1.2 研究综述...................................................... 2 1.2.1 知识型员工概念............................................ 2 1.2.2 知识型员工特点的研究...................................... 3 1.2.3 知识型员工绩效考核的研究.................................. 3 1.2.4 电力企业知识型员工绩效考核的研究.......................... 5 1.3 研究思路与研究路线图.......................................... 5 1.3.1 研究思路.................................................. 5 1.3.2 研究路线图................................................ 6 1.4 研究方法与研究内容............................................ 6 1.4.1 研究方法.................................................. 6 1.4.2 研究内容.................................................. 7 2 相关理论.......................................................... 8 2.1 关键绩效指标法优化理论........................................ 8 2.2 平衡积分卡理论................................................ 8 3 知识型员工绩效考核现状........................................... 10 3.1 简介......................................................... 10 3.2 组织机构..................................................... 10 3.3 知识型员工基本情况........................................... 11 3.3.1 知识型员工的基本结构..................................... 11 3.3.2 知识型员工的特点......................................... 13 3.4 知识型员工绩效考核流程....................................... 13 3.5 知识型员工绩效考核主体....................................... 14 3.6 知识型员工绩效考核内容及指标................................. 14 4 知识型员工绩效考核的问题及原因分析............................... 16 IV 4.1 数据收集..................................................... 16 4.1.1 问卷调查设计............................................. 16 4.1.2 访谈调查设计............................................. 18 4.2 存在的问题................................................... 20 4.2.1 考核目标不清,出现为考核而考核现象....................... 20 4.2.2 绩效考核指标笼统,大量存在居中趋势....................... 21 4.2.3 缺乏有效的绩效辅导及反馈................................. 21 4.2.4 绩效考核运行不规范....................................... 22 4.3 原因分析..................................................... 23 4.3.1 对绩效考核工作认识不充分................................. 23 4.3.2 缺少正确的考核理念,不敢得罪员工......................... 23 4.3.3 缺乏绩效考核长期激励制度................................. 24 4.3.4 没有将员工绩效与企业目标联系起来......................... 24 5 知识型员工绩效考核优化方案....................................... 25 5.1 绩效考核的优化目标和原则..................................... 25 5.1.1 绩效考核的优化目标....................................... 25 5.1.2 绩效考核的优化原则....................................... 25 5.2 绩效考核的优化内容........................................... 26 5.2.1 绩效指标的优化........................................... 26 5.2.2 绩效考核权重和评分标准的优化............................. 28 5.2.3 加强绩效沟通、反馈与辅导................................. 34 5.3 绩效考核的实施保障........................................... 35 5.3.1 加强公平公开绩效考核体系建设............................. 35 5.3.