【摘要】：現(xiàn)如今我國高新技術(shù)制造型汽車及下級企業(yè)日益蓬勃發(fā)展,本土企業(yè)及中外合資企業(yè)如雨后春筍般逐漸增多。研發(fā)能力作為企業(yè)最關(guān)注的競爭力之一,在各家企業(yè)之間明爭暗斗中漸漸起到了至關(guān)重要的作用。提升企業(yè)新產(chǎn)品研發(fā)部門能力十分重要,而在提升研發(fā)能力的諸多方式方法中,對研發(fā)人員的績效考核制度的合理設(shè)計是其中十分重要的環(huán)節(jié)。本文依托于本人所在企業(yè)上海BS公司研發(fā)部門為研究對象,以理論分析為研究基礎(chǔ),實證分析為方法,首先梳理人力資源管理在研發(fā)績效考核制度領(lǐng)域的理論研究成果,分析研發(fā)人員特點及績效考核需掌握的基本原則,并從現(xiàn)有的績效考核制度研究成果包括績效考核方法,工具等學(xué)習(xí)并借鑒,旨在為解決BS公司研發(fā)部門績效考核制度出現(xiàn)的問題提供指導(dǎo)及幫助。其次在理論分析基礎(chǔ)上進(jìn)行實證研究,以BS公司研發(fā)部門現(xiàn)行的績效考核制度具體實施現(xiàn)狀為基礎(chǔ),找到存在的六個方面問題與不足,分析了問題產(chǎn)生的原因,包括績效考核方法選擇、績效考核周期制定、績效考核指標(biāo)設(shè)定、績效考核公平性保證、績效面談及反饋有效性和員工參與度提升等。在確定研發(fā)績效考核機制改進(jìn)點后基于BS公司研發(fā)部門人員績效考核制度及本公司研發(fā)人員工作基于項目流程的特點進(jìn)行再設(shè)計,明確績效考核工具,使用平衡記分卡思想和360績效考核工具相結(jié)合的方法將本公司以往并未考慮的客戶及其他平行部門對員工的績效考核評估維度納入績效考核體系。其次根據(jù)項目開發(fā)以及設(shè)計成熟度的不同階段劃分績效考核周期,配合項目組中的各部門人員及客戶對員工進(jìn)行考評。本文在現(xiàn)行制度中的結(jié)果性績效考核指標(biāo)基礎(chǔ)上細(xì)化開發(fā)過程中的過程性指標(biāo),通過工具及指標(biāo)的再設(shè)計確�？己说墓叫�,從而明確績效考核的面談反饋流程,構(gòu)建績效結(jié)果問題反饋渠道,提高被考評人員的參與度。本文提出新績效考核制度導(dǎo)入的具體前提和保障措施,指導(dǎo)新績效考核的實踐工作,旨在切實通過績效考核制度優(yōu)化來提升研發(fā)部門員工能力進(jìn)而增強企業(yè)核心競爭力。
[Abstract]:Nowadays, high-tech manufacturing cars and subordinate enterprises are booming in our country, and local enterprises and Sino-foreign joint ventures are springing up gradually. As one of the enterprises' most concerned competitiveness, R & D capability has gradually played a vital role in the infighting between enterprises. It is very important to improve the capability of R & D department of new products, and among the ways and means of improving R & D capability, the reasonable design of R & D personnel performance appraisal system is very important. This paper relies on the R & D department of Shanghai BS Company as the research object, taking the theoretical analysis as the research foundation, the empirical analysis as the method, first combs the human resources management in the research and development performance appraisal system domain theory research achievement. This paper analyzes the characteristics of R & D personnel and the basic principles of performance appraisal, and studies and draws lessons from the existing research results of performance appraisal system, including performance appraisal methods, tools, etc. Aims to solve the BS R & D department performance appraisal system to provide guidance and help. Secondly, on the basis of theoretical analysis, based on the actual implementation of the current performance appraisal system in R & D department of BS Company, this paper finds out the existing six problems and deficiencies, and analyzes the causes of the problems. Including performance evaluation method selection, performance appraisal cycle formulation, performance evaluation index setting, performance appraisal fairness assurance, performance interview and feedback effectiveness and employee participation. After determining the improvement point of R & D performance appraisal mechanism, based on the performance appraisal system of R & D department of BS Company and the characteristics of R & D personnel work based on project flow, the paper defines the performance appraisal tools. By using balanced scorecard and 360 performance appraisal tools, the performance evaluation dimensions of customers and other parallel departments that have not been considered in the past are brought into the performance appraisal system. Secondly, according to the different stages of project development and design maturity, the performance appraisal cycle is divided. In this paper, the process indicators in the development process are refined on the basis of the result performance appraisal indicators in the current system, and the fairness of the appraisal is ensured through the re-design of the tools and indicators, so as to clarify the interview feedback process of the performance appraisal. Build the feedback channel of the performance result question, improve the participation degree of the examinees. This paper puts forward the concrete premise and safeguard measures of introducing the new performance appraisal system, guiding the practice work of the new performance appraisal system, aiming at improving the staff ability of R & D department and enhancing the core competence of the enterprise through the optimization of the performance appraisal system.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F426.471

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