發(fā)布時間：2018-04-25 15:54

  本文選題：績效考核 + AS營銷公司��； 參考：《安徽大學(xué)》2015年碩士論文

【摘要】：績效考核對于任何一家企業(yè)的管理都有著至關(guān)重要的意義,它是人力資源管理系統(tǒng)中不可或缺的重要組成部分。然而,構(gòu)建并完善一套成熟的績效考核體系,對整個績效考核領(lǐng)域而言都屬于一個較新的探索方向,也是其中必不可少的重要組成部分。企業(yè)在實施績效考核的過程中,能夠讓被考核者經(jīng)過績效反饋獲知自身存在的問題,也能幫助被考核者更好地了解業(yè)務(wù)目標(biāo),使他們不斷對自己的目標(biāo)進行適時的調(diào)整,以完成自己的決策,最終達到自己業(yè)務(wù)的預(yù)定目標(biāo)。在過去,績效考核并沒有被管理者們所重視,他們只是將考核作為一種對員工實現(xiàn)控制的有力武器,而忽視了績效考核能夠?qū)ζ髽I(yè)管理所帶來的積極作用。如今,愈來愈多的管理者們意識到了這一點,績效考核已儼然成為當(dāng)今企業(yè)人力資源管理過程中不容小覷的一個重要環(huán)節(jié),與企業(yè)的生存與發(fā)展緊密聯(lián)系。AS營銷公司的績效考核制度自公司成立開始至今已沿用了十年,在使用過程當(dāng)中并沒有進行過任何的優(yōu)化和改善處理。隨著市場競爭的不斷加劇,AS公司的不斷發(fā)展與壯大,原本的績效考核制度已經(jīng)不能與時俱進的適應(yīng)AS公司如今的發(fā)展需要,顯得較為陳舊。本文依照當(dāng)前先進的人力資源管理相關(guān)理論以及績效考核的相關(guān)理論,將上海AS營銷公司作為研究對象,對其目前的績效考核制度進行深入的研究和分析,總結(jié)其實踐中所存在的問題,并通過理論結(jié)合實際,明確了構(gòu)建績效考核制度的原則。同時結(jié)合AS公司自身的特點以及存在的問題構(gòu)建出了一套與AS營銷公司目前發(fā)展現(xiàn)狀、將來戰(zhàn)略目標(biāo)相適應(yīng)的員工績效考核制度。
[Abstract]:Performance appraisal plays an important role in the management of any enterprise, and it is an indispensable part of human resource management system. However, constructing and perfecting a set of mature performance appraisal system is a relatively new exploration direction for the whole performance appraisal field, and it is also an essential and important part of it. In the process of implementing performance appraisal, the enterprise can let the evaluated person know their own problems through the performance feedback, and also help them to understand the business objectives better, so that they can constantly adjust their goals timely. In order to complete their own decisions, and ultimately achieve their own business goals. In the past, performance appraisal has not been attached importance to by managers, they only regard it as a powerful weapon to control employees, and ignore the positive role that performance appraisal can bring to enterprise management. Nowadays, more and more managers realize this. Performance appraisal has become an important link in the process of human resource management. The performance appraisal system of as marketing company has been used for ten years since the company was founded, and has not been optimized and improved in the process of use. With the increasing competition in the market and the continuous development and expansion of as Company, the original performance appraisal system can no longer adapt to the needs of as Company's development today, and it appears to be relatively outmoded. According to the current advanced theory of human resource management and the theory of performance appraisal, this paper takes Shanghai as marketing company as the research object, carries on the thorough research and the analysis to its present performance appraisal system. This paper summarizes the problems in practice and clarifies the principles of constructing performance appraisal system by combining theory with practice. At the same time, combined with the characteristics and problems of as company, a set of employee performance appraisal system which is suitable for as marketing company's current development status and future strategic goal is constructed.
【學(xué)位授予單位】：安徽大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.92;F721

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本文編號：1801998