【摘要】：近年來,全球電信行業(yè)發(fā)展迅猛,在國(guó)內(nèi)市場(chǎng)已經(jīng)趨于飽和的情況下,如何能在國(guó)外通信建設(shè)領(lǐng)域分一杯羹,是中通建集團(tuán)能否生存發(fā)展下去的關(guān)鍵。從2008年起,公司組建了專門的海外業(yè)務(wù)部門—海外拓展事業(yè)部后,公司海外建設(shè)業(yè)務(wù)步入專業(yè)化、正規(guī)化、常態(tài)化。然而,由筆者在人力資源部工作經(jīng)驗(yàn)認(rèn)識(shí)到,目前,海外拓展事業(yè)部績(jī)效考核方法單一、落后,使部門人力資源的合理配置受到限制,故需要設(shè)計(jì)一套符合自身實(shí)際的績(jī)效管理體系。 本文在系統(tǒng)闡述績(jī)效管理相關(guān)概念之后,對(duì)海外拓展事業(yè)部績(jī)效管理現(xiàn)狀進(jìn)行分析,并指出現(xiàn)行管理系統(tǒng)中存在的幾點(diǎn)不足及造成的不良后果。其次,利用SWOT分析法得到了部門的戰(zhàn)略目標(biāo),以此目標(biāo)為依據(jù)利用360度績(jī)效考核方法對(duì)部門現(xiàn)有績(jī)效管理進(jìn)行了優(yōu)化設(shè)計(jì),并提出了詳細(xì)的績(jī)效管理流程設(shè)計(jì)。最后,對(duì)績(jī)效管理的組織體系、責(zé)任體系等進(jìn)行了描述,對(duì)海外拓展事業(yè)部績(jī)效管理體系實(shí)施結(jié)果進(jìn)行了分析。
[Abstract]:In recent years, the global telecommunications industry has developed rapidly, in the domestic market has become saturated, how to get a share in the field of foreign communications construction is the key to the survival and development of Zhongtong Construction Group. Since 2008, the company has established a special overseas business division-overseas development business, the company's overseas construction business into specialization, formalization, normalization. However, from the author's working experience in the Human Resources Department, it is recognized that, at present, the performance appraisal method of the overseas Development Division is single and backward, which limits the rational allocation of the department's human resources. Therefore, we need to design a set of performance management system in line with their own reality. After systematically expounding the related concepts of performance management, this paper analyzes the present situation of performance management in overseas development department, and points out some shortcomings and adverse consequences in the current management system. Secondly, the strategic objectives of the department are obtained by using SWOT analysis method. Based on this goal, the department's existing performance management is optimized by using the 360-degree performance appraisal method, and the detailed performance management process design is put forward. Finally, the organizational system and responsibility system of performance management are described, and the implementation results of performance management system of overseas development department are analyzed.
【學(xué)位授予單位】：中南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F626

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 張正堂,劉寧;戰(zhàn)略性人力資源管理及其理論基礎(chǔ)[J];財(cái)經(jīng)問題研究;2005年01期

2 吳周靜;;論人力資源部門的績(jī)效考核[J];當(dāng)代經(jīng)濟(jì);2008年10期

3 張莎;沈世勇;;BSC把脈人力資源部門績(jī)效[J];當(dāng)代經(jīng)理人;2005年06期

4 曾鈺宗;;怎樣設(shè)定人力資源管理部門的績(jī)效考核指標(biāo)[J];當(dāng)代經(jīng)理人;2006年15期

5 李英;西方戰(zhàn)略人力資源管理綜述[J];東岳論叢;2005年02期

6 許樹云;;企業(yè)戰(zhàn)略性人力資源管理職能定位[J];交通企業(yè)管理;2006年04期

7 程德俊,趙曙明;資源基礎(chǔ)理論視角下的戰(zhàn)略人力資源管理[J];科研管理;2004年05期

8 張正堂;戰(zhàn)略人力資源管理的理論模式[J];南開管理評(píng)論;2005年05期

9 黃崇利;田志鋒;彭正龍;;淺析人力資源管理部門自身績(jī)效考評(píng)[J];瓊州大學(xué)學(xué)報(bào);2006年01期

10 李麗;;平衡記分卡在人力資源部門的應(yīng)用探討[J];市場(chǎng)周刊(理論研究);2006年10期

，

本文編號(hào)：2292944