本文選題：績效考評 + 考評指標��； 參考：《山東理工大學》2017年碩士論文

【摘要】：企業(yè)經(jīng)營效益歸根到底在于員工,員工的績效不僅與員工的利益密切相關,更與企業(yè)的經(jīng)營績效與競爭力有決定性的影響作用。目前,我國企業(yè)對員工績效的考核普遍存在問題,尤其是中小企業(yè)員工績效考核更是不規(guī)范,企業(yè)一直飽受員工績效問題的困擾,在當今信息技術不斷強化的時代,員工績效對企業(yè)經(jīng)營的影響更加顯著突出,通過科學的考評體系和方法在對員工績效改進的同時,更有助于對企業(yè)經(jīng)營目標的實現(xiàn)�？茖W的績效考評體系在人力資源體系中居于核心地位,其它人力資源職能以此展開,員工績效考核體系設計的科學與否,直接影響到整個人力資源職能的開展和員工的積極性,對企業(yè)戰(zhàn)略目標的實現(xiàn)至關重要。為此,企業(yè)應根據(jù)自身的發(fā)展戰(zhàn)略目標,設計科學的績效考評體系,這對于解決我國企業(yè)績效考評中普遍存在的問題具有重要價值。本文以LNSM公司為研究對象,對公司的績效考評體系進行研究,在解決LNSM公司績效考評問題的同時,也為其它企業(yè)提供了借鑒價值。LNSM公司是一家從事百貨零售、商貿(mào)、商業(yè)地產(chǎn)管理、酒店管理等業(yè)務的國有大型企業(yè),員工以營銷類為主,在現(xiàn)實經(jīng)營過程中,出現(xiàn)了績效考評的種種問題,本文通過對LNSM公司績效考評方案的研究和對公司員工的走訪中,發(fā)現(xiàn)目前LNSM公司績效考評存在考評方法單一且不規(guī)范、考評過程不透明與形式化、考評主體單一與缺乏培訓、考評結果缺乏雙向溝通與反饋等問題,并從考評制度、結果應用、文化氛圍與上下級的意識等方面進行了原因分析,通過對LNSM公司員工績效考評現(xiàn)狀、問題與原因分析的基礎上,明確LNSM公司員工績效考評體系再設計的原則、目的,對員工實施工作分析,進而對LNSM公司的績效考評體系,從考評周期、指標、主體、方法、流程、反饋和結果應用各方面進行詳細的再設計,并從完善員工績效考核制度、加強上下員工的重視程度、建立雙向溝通反饋機制和績效考評結果多樣化幾個方面的保障措施,確保LNSM公司員工績效再設計體系的實施,并為其它企業(yè)提供借鑒,具有重要的理論與實踐意義。
[Abstract]:In the final analysis, the enterprise management benefit lies in the employee, the employee's performance is not only closely related with the employee's benefit, but also has the decisive influence function with the enterprise's management performance and the competition ability. At present, there are many problems in the performance appraisal of our country's enterprises, especially in the small and medium-sized enterprises, the performance appraisal of the employees is not standardized, the enterprises have been plagued by the performance problems of the employees, in the era of information technology is constantly strengthened. The impact of employee performance on enterprise management is more prominent. The scientific evaluation system and methods can improve the performance of employees and help to achieve the business objectives. The scientific performance appraisal system occupies the core position in the human resources system, the other human resources function develops with this, whether the staff performance appraisal system design scientifically, directly affects the entire human resources function development and the staff enthusiasm. It is very important to realize the strategic goal of the enterprise. Therefore, enterprises should design a scientific performance appraisal system according to their own development strategic objectives, which is of great value to solve the common problems in enterprise performance evaluation in our country. This paper takes LNSM company as the research object, carries on the research to the company's performance appraisal system, not only solves the LNSM company performance appraisal question, but also provides the reference value for other enterprises. LNSM company is engaged in the department store retail, the commerce, Large state-owned enterprises, such as commercial real estate management, hotel management, and so on, whose employees are mainly in the category of marketing, have all sorts of problems of performance appraisal in the actual operation process. In this paper, through the study of LNSM's performance appraisal scheme and the interview with its employees, it is found that there are single and non-standard evaluation methods, opaque and formalized evaluation process, single subject and lack of training in the performance appraisal of LNSM Company. The evaluation results lack of two-way communication and feedback, and from the evaluation system, application of the results, cultural atmosphere and awareness of the superior and subordinate, and so on, through the LNSM employee performance evaluation status quo, Based on the analysis of the problems and causes, this paper clarifies the principle and purpose of redesigning the employee performance appraisal system of LNSM Company, and then analyzes the performance appraisal system of LNSM Company from the evaluation cycle, index, main body, method, process, etc. The feedback and results are redesigned in detail from the aspects of perfecting the employee performance appraisal system, strengthening the attention of the upper and lower employees, establishing the two-way communication feedback mechanism and the diversification of the performance appraisal results. It is of great theoretical and practical significance to ensure the implementation of LNSM employee performance redesign system and to provide reference for other enterprises.
【學位授予單位】：山東理工大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F276.1

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