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MBA毕业论文_识型员工绩效提升策略研究-以B服装公司设计师为例PDF

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良好的绩效管理体系能够有效地提升人力资源管理质量,极大地促进员工绩效的实 现,进而促进组织绩效的实现。知识型员工是企业重要的人力资源,其个体特性和工作 特征相较于传统型员工更具丰富性,他们在工作中往往具有很强的主观能动性,影响其 工作绩效的因素较多,这就使得企业在对知识型员工绩效提升的实施环节上存在着较大 难度。在知识经济时代,知识型员工绩效水平的高低成为了新型知识化企业是否具有较 强竞争力的关键所在,知识型员工的绩效提升问题关系到企业的核心发展战略,是亟待 重点考虑和解决的关键问题。 本文选取知识型员工应用布局具有较强代表性的新型服装类企业,具体以B服装公 司的设计师员工为例,服装设计师群体是典型的知识型员工群体,他们工作绩效能否有 效地实现直接影响着服装企业的发展前景。本文首先通过相关理论对服装设计师是典型 的知识型员工进行了界定,对B服装公司设计师的绩效管理实践进行了解,在此基础上 对其实践的有效性进行分析;其次对影响设计师绩效提升的缺失性因素进行分析确定其 提升的两个应用维度;最后通过应用维度确定提升策略,以系统理论研究其绩效提升策 略并总结出知识型员工绩效提升普遍适用的方法策略。 研究结果表明,在充分了解知识型员工的特点和工作绩效实际的基础上,企业应用 高质量的绩效管理流程和构建与知识型员工稳固的心理契约关系,对于知识型员工绩效 提升意义重大。通过将质量管理理念全面应用于绩效管理流程,将多方面的激励措施应 用于构建稳固的心理契约关系,以改进知识型员工绩效管理中的不足之处,提升知识型 员工的工作意愿,激发知识型员工的工作潜力,从而促进知识型员工工作绩效得到有效 提升。 关键词:知识型员工;绩效提升;策略 II Abstract Good performance management system can effectively improve the quality of human resources management, greatly promote the realization of employee performance, and then promote the realization of organizational performance. Knowledge workers are important human resources in enterprises. Their individual characteristics and work characteristics are richer than those of traditional employees. They often have strong subjective initiative in their work. There are many factors affecting their work performance, which makes it difficult for enterprises to improve the performance of knowledge workers. In the era of knowledge economy, the performance level of knowledge-based employees has become the key to the competitiveness of new knowledge-based enterprises. The performance improvement of knowledge-based employees is related to the core development strategy of enterprises, and it is the key problem to be considered and solved urgently. This paper chooses a new type of apparel enterprise with strong representation of knowledge workers'application layout. Taking the designer staff of B garment company as an example, the group of apparel designers is a typical group of knowledge workers. Whether their work performance can be effectively realized directly affects the development prospects of apparel enterprises. Firstly, this paper defines fashion designer as a typical knowledge-based employee through relevant theories, and understands the performance management practice of designers in B Fashion Company, and then analyses the effectiveness of the practice. Secondly, it analyses the missing factors affecting the performance promotion of designers to determine the two application dimensions of their promotion. Finally, it determines the promotion through the application dimension. Strategies, using system theory to study its performance promotion strategy and summarize the generally applicable methods and Strategies of knowledge workers'performance improvement. The results show that on the basis of fully understanding the characteristics and work performance of knowledge-based employees, it is of great significance for knowledge-based employees to apply high-quality performance management process and build a solid psychological contract relationship with knowledge-based employees. By applying the concept of quality management to the process of performance management, and applying III various incentives to build a solid psychological contract relationship, we can improve the deficiencies of knowledge workers'performance management, enhance their work willingness, stimulate their work potential, and thus promote their work performance effectively. Key words: knowledge workers; performance improvement; strategy IV 目 录 第1章 引言.........................................................................................................1 1.1选题背景与研究意义...................................................................................................1 1.1.1选题背景.................................................................................................................................1 1.1.2研究意义.................................................................................................................................2 1.2主要研究内容...............................................................................................................3 1.3.研究方法与技术路线图...............................................................................................4 1.3.1研究方法.................................................................................................................................4 1.3.2技术路线图.............................................................................................................................5 第2章 知识型员工绩效管理相关理论.............................................................6 2.1知识型员工的内涵.......................................................................................................6 2.1.1知识型员工.............................................................................................................................6 2.1.2知识型员工的特点.................................................................................................................7 2.1.3典型的知识型员工——服装设计师.....................................................................................8 2.2知识型员工相关绩效管理理论和方法.......................................................................8 2.2.1知识型员工绩效和绩效影响因素.........................................................................................8 2.2.2知识型员工绩效管理系统...................................................................................................11 2.2.3 心理契约理论与知识型员工绩效......................................................................................12 2.2.4 激励理论与知识型员工绩效..............................................................................................13 第3章 B服装公司设计师绩效现状与分析...................................................14 3.1 B服装公司简介.........................................................................................................14 3.2 B服装公司设计师主要工作流程及人力资源情况.................................................14 3.3 B服装公司设计师绩效管理实践及成效.................................................................18 3.3.1B服装公司设计师绩效管理实践........................................................................................18 3.3.2B服装公司设计师绩效管理成效分析................................................................................20 3.4 B服装公司设计师绩效管理存在的问题.................................................................21 3.4.1绩效管控型要素缺失...........................................................................................................21 3.4.2绩效激发型要素缺失...........................................................................................................22 3.5 知识型员工绩效管理有效性模型............................................................................23 第4章 B服装公司设计师绩效提升策略研究...............................................25 4.1绩效提升维度的选取依据.........................................................................................25 4.2基于绩效质量管理流程的设计师绩效提升策略.....................................................25 4.2.1 绩效计划环节的提升................................................