本文選題：績效管理　切入點：績效考評　出處：《吉林大學》2017年碩士論文

【摘要】：汽車后市場是指汽車銷售以后,圍繞汽車使用過程中的各種服務,它涵蓋了消費者買車后所需要的一切服務。隨著我國汽車保有量的快速增長,發(fā)展迅速,各大汽車集團、社會資本紛紛在汽車后市場領域進行布局,競爭愈發(fā)激烈。長春第一汽車服務貿(mào)易有限公司(以下簡稱“長服公司”)是中國第一汽車集團有限公司的全資子公司,具有典型的國有企業(yè)特征。其業(yè)務領域為汽車銷售和汽車后市場業(yè)務。綜合考慮宏觀經(jīng)濟政策和市場環(huán)境的影響,公司將未來的戰(zhàn)略重點方向定位在發(fā)展汽車后市場業(yè)務。長服公司的汽車后市場業(yè)務主要由四大部分組成:汽車租賃業(yè)務,二手車業(yè)務、汽車維修服務業(yè)務和汽車文化業(yè)務。這四項業(yè)務都處于充分競爭領域,面對激烈的汽車后市場競爭,公司決定通過績效管理來充分調動員工的積極性、改善服務態(tài)度、提高服務水平,進而提升公司整體競爭力。本文從理論研究入手,綜合運用文獻分析和實地訪談員工的方法研究了長服公司汽車后市場人員績效管理中存在的問題:績效管理職能分散、績效指標設定不合理、績效實施環(huán)節(jié)重視程度不夠、績效考評流于形式、績效結果應用無法形成有效激勵。綜合分析后得出長服公司汽車后市場業(yè)務并沒有形成合理的、系統(tǒng)的績效管理方案。主要原因產(chǎn)生在三個層面:企業(yè)文化層面、管理者層面和員工層面。針對問題,確定了有效推進戰(zhàn)略實施及重點工作開展、公開性原則、統(tǒng)一管理原則、有效溝通和充分激勵五項原則。從績效計劃、績效實施、績效考評、績效結果反饋及應用幾個方面制定了長服公司汽車后市場人員的績效管理方案,新的績效管理方案的設計過程中借鑒了目標管理、平衡計分卡和關鍵績效指標考核的績效管理思想。在績效計劃的制定過程中特別關注指標設定的合理性,必須要體現(xiàn)對公司戰(zhàn)略和重點工作的支撐,兼顧財務指標和能力提升指標。在績效實施的控制上要常態(tài)化和制度化�？冃Э荚u要規(guī)則在先,注重公開性。在考評結果出現(xiàn)爭議時提倡充分溝通解決,必要時可以提出申訴,注重考評的公平性和公正性。在績效結果的應用環(huán)節(jié)強調充分激勵的作用,對于市場化業(yè)務給予明顯高于非市場化業(yè)務的激勵,體現(xiàn)出績效管理的導向性和充分激勵原則。為了確保新設計的績效管理方案能夠順利的實施,對如何保障方案實施也進行了具體的設計。主要包括組織保障、制度保障和人員保障。在組織上成立以總經(jīng)理負責的專門項目組,在制度上制定績效管理的制度及配套的人力資源、財務管理和經(jīng)營控制等方面的相關制度。以確保政策的嚴肅性和持續(xù)性。引起各級管理人員的重視、提高廣大員工的工作積極性。
[Abstract]:After the automobile market, it refers to all kinds of service around the process of using the automobile after the automobile sale. It covers all the services that the consumers need after buying the car. With the rapid growth and development of the automobile ownership in our country, the major automobile groups, Social capital has been deployed in the field of the automobile rear market, and the competition is becoming fiercer. Changchun first Automobile Service Trading Co., Ltd. (hereinafter referred to as "Changfu Company") is a wholly owned subsidiary of China first Automobile Group Co., Ltd. Having typical characteristics of state-owned enterprises. Their fields of business are auto sales and post-market operations. Take into account the impact of macroeconomic policies and the market environment, The company will focus its future strategy on the development of the after-market business. The after-market business of the long service company consists of four major parts: car rental business, second-hand car business, The four businesses are in the field of full competition. In the face of the fierce market competition after the automobile, the company decided to fully mobilize the enthusiasm of its employees and improve its service attitude through performance management. Improve the service level, and then enhance the overall competitiveness of the company. Using the methods of literature analysis and field interview, this paper studies the problems existing in the performance management of the market personnel after the automobile in the long service company: the function of performance management is dispersed, the setting of the performance index is unreasonable, and the performance implementation is not paid enough attention to. Performance evaluation is a formality, and the application of performance results can not form an effective incentive. After comprehensive analysis, it is concluded that the market business of long service company after automobile has not formed reasonable, System performance management program. The main reasons are in three levels: corporate culture level, management level and employee level. Aiming at the problem, the effective promotion of strategic implementation and key work development, the principle of openness, the principle of unified management, Five principles of effective communication and full motivation. From the performance plan, performance implementation, performance appraisal, performance result feedback and application, the performance management scheme of the automobile market personnel after long service company is established. In the design of the new performance management scheme, we draw lessons from the performance management ideas of objective management, balanced scorecard and key performance indicators, and pay special attention to the rationality of indicator setting in the process of making performance plan. It is necessary to embody the support for the company's strategy and key work, to take into account the financial indicators and the ability improvement indicators, to regularize and institutionalize the performance implementation control, and to give priority to the performance appraisal rules. Pay attention to openness. When disputes arise in the evaluation results, we advocate full communication and resolution, if necessary, we can lodge complaints, pay attention to the fairness and fairness of the evaluation, and emphasize the role of adequate incentives in the application of performance results. The incentive of market-oriented business is obviously higher than that of non-market-oriented business, which reflects the orientation of performance management and the principle of adequate incentive. In order to ensure the implementation of the newly designed performance management scheme, The specific design of how to guarantee the implementation of the program is also carried out. It mainly includes organizational security, system security and personnel security. A special project team with the responsibility of the general manager is set up in the organization. In order to ensure the seriousness and continuity of the policy, to establish the system of performance management and related systems of supporting human resources, financial management and management control, so as to arouse the attention of managers at all levels. Improve the working enthusiasm of the vast number of employees.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F426.471;F272.92

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