【摘要】：隨著中國(guó)加入世界貿(mào)易組織后與國(guó)際經(jīng)濟(jì)的大融合，關(guān)稅的逐漸降低導(dǎo)致國(guó)內(nèi)商品的價(jià)格優(yōu)勢(shì)漸漸消失。同時(shí)，由于科學(xué)技術(shù)和管理理念與發(fā)達(dá)國(guó)家存在著差距，我國(guó)經(jīng)濟(jì)的發(fā)展也受到制約。如電子數(shù)碼、汽車、外貿(mào)進(jìn)出口、移動(dòng)終端設(shè)備制造、計(jì)算機(jī)軟件等行業(yè)都受到強(qiáng)烈的沖擊，K公司就是其中之一。隨著近年來(lái)智能電網(wǎng)技術(shù)在世界各國(guó)的迅猛發(fā)展，電力企業(yè)間及周邊產(chǎn)品企業(yè)間的競(jìng)爭(zhēng)也不斷加��；與此同時(shí)，中國(guó)對(duì)外國(guó)企業(yè)的準(zhǔn)入條件不斷放低，越來(lái)越多的跨國(guó)企業(yè)轉(zhuǎn)戰(zhàn)中國(guó)市場(chǎng)并在國(guó)內(nèi)設(shè)立分公司，導(dǎo)致整個(gè)行業(yè)對(duì)計(jì)算機(jī)信息化的人才需求不斷加大。中國(guó)民營(yíng)IT企業(yè)如何保持自身的核心競(jìng)爭(zhēng)力，激發(fā)出員工的潛能和積極性，，增強(qiáng)員工的歸屬感，做到內(nèi)外部的相對(duì)公平，是本文要討論的重點(diǎn)問(wèn)題。 本文采取企業(yè)診斷的形式，在對(duì)K公司的內(nèi)外部環(huán)境、目前的戰(zhàn)略規(guī)劃、及績(jī)效管理現(xiàn)狀進(jìn)行評(píng)估分析后，結(jié)合人力資源中績(jī)效管理的相關(guān)理論知識(shí)、先進(jìn)理念，參考學(xué)習(xí)大量的文獻(xiàn)著作以及眾多學(xué)者的研究成果后，采用多種研究方法：如問(wèn)卷調(diào)查法、訪談法等診斷分析出K公司績(jī)效管理工作流程中存在的問(wèn)題，并針對(duì)這些問(wèn)題提出可行性的改進(jìn)建議，合理配置人力資源的各項(xiàng)資源，提高企業(yè)的生產(chǎn)效率，以增強(qiáng)企業(yè)的整體競(jìng)爭(zhēng)力。 通過(guò)對(duì)K公司績(jī)效管理存在問(wèn)題的分析診斷，本文認(rèn)為K公司存在的主要問(wèn)題有：績(jī)效管理意識(shí)與技術(shù)方法缺乏；公司戰(zhàn)略目標(biāo)分解體系缺失；公司缺乏科學(xué)的績(jī)效考核指標(biāo)體系；績(jī)效管理流于形式；績(jī)效考核結(jié)果沒(méi)有得到有效應(yīng)用。本文據(jù)此提出明確各級(jí)管理人員的角色與定位、提升績(jī)效指標(biāo)體系科學(xué)化水平、建立完善的績(jī)效考核監(jiān)督制度、加強(qiáng)績(jī)效考評(píng)結(jié)果的應(yīng)用，如深入地、多途徑地運(yùn)用績(jī)效考評(píng)結(jié)果以及增強(qiáng)績(jī)效反饋力度等建議。
[Abstract]:With China's accession to the World Trade Organization (WTO) and its integration with the international economy, the price advantages of domestic commodities gradually disappear as tariffs gradually decrease. At the same time, the economic development of our country is restricted because of the gap between science and technology and management concept. Such as electronic digital, automobile, foreign trade import and export, mobile terminal equipment manufacturing, computer software and other industries are strongly impacted, K company is one of them. With the rapid development of smart grid technology in the world in recent years, the competition between power enterprises and the surrounding products enterprises is also increasing. At the same time, China's entry conditions for foreign enterprises are constantly lowered, and more multinational enterprises turn to the Chinese market and set up branches in China, which leads to the increasing demand for computer information personnel in the whole industry. How to maintain the core competitiveness of Chinese private IT enterprises, stimulate the potential and enthusiasm of employees, enhance the sense of belonging of employees, and achieve the relative fairness inside and outside are the key issues to be discussed in this paper. This paper takes the form of enterprise diagnosis, after evaluating and analyzing the internal and external environment, current strategic planning, and performance management status of K Company, combining with the relevant theoretical knowledge of performance management in human resources, advanced ideas, Referring to a large number of literature works and the research results of many scholars, we use a variety of research methods: such as questionnaire survey, interviews and other diagnoses to analyze the problems existing in the performance management workflow of K Company. In view of these problems, the paper puts forward some feasible suggestions for improvement, reasonable allocation of human resources, and improvement of production efficiency, so as to enhance the overall competitiveness of enterprises. Based on the analysis and diagnosis of the problems existing in the performance management of K Company, this paper points out that the main problems in K Company are: lack of awareness and technical methods of performance management, lack of decomposition system of strategic objectives, lack of strategic objective decomposition system, and lack of strategic objective decomposition system. The company lacks scientific performance appraisal index system; performance management is mere formality; the result of performance appraisal has not been applied effectively. Based on this, this paper puts forward to clarify the role and positioning of managers at all levels, to promote the scientific level of performance index system, to establish a perfect performance appraisal supervision system, and to strengthen the application of the results of performance appraisal, such as, Multi-way use of performance appraisal results and enhance performance feedback and other recommendations.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.6;F272.92;F272.5

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 嚴(yán)復(fù)海;張冉;;企業(yè)風(fēng)險(xiǎn)管理與業(yè)績(jī)?cè)u(píng)價(jià)整合:基于平衡計(jì)分卡的研究[J];北京工商大學(xué)學(xué)報(bào)(社會(huì)科學(xué)版);2008年05期

2 丁岳楓,劉小平;績(jī)效管理過(guò)程中的溝通及策略[J];商業(yè)研究;2003年13期

3 謝艷紅,徐玖平;戰(zhàn)略績(jī)效考核工具——平衡計(jì)分卡(BSC)[J];商業(yè)研究;2005年09期

4 齊闖;;運(yùn)用平衡計(jì)分卡成功實(shí)施企業(yè)戰(zhàn)略[J];商業(yè)研究;2006年14期

5 余景選,陳忠寶;建立平衡計(jì)分卡進(jìn)行業(yè)績(jī)?cè)u(píng)價(jià)[J];財(cái)經(jīng)論叢(浙江財(cái)經(jīng)學(xué)院學(xué)報(bào));2001年05期

6 燕洪國(guó);嚴(yán)復(fù)海;;EXCEL層次分析法模型在平衡計(jì)分卡指標(biāo)中的研究與應(yīng)用[J];財(cái)會(huì)通訊(學(xué)術(shù)版);2005年11期

7 李勤;;平衡計(jì)分卡實(shí)施與應(yīng)用的難點(diǎn)分析[J];財(cái)會(huì)通訊(學(xué)術(shù)版);2006年06期

8 張子剛,程志勇;平衡計(jì)分卡在戰(zhàn)略管理中的應(yīng)用研究[J];管理學(xué)報(bào);2004年03期

9 周密;楊娟;;平衡計(jì)分卡及其發(fā)展趨勢(shì)[J];石家莊經(jīng)濟(jì)學(xué)院學(xué)報(bào);2007年01期

10 蘇中興;曾湘泉;賴特;;人力資源管理與企業(yè)績(jī)效:國(guó)內(nèi)外實(shí)證研究的評(píng)論與思考[J];經(jīng)濟(jì)理論與經(jīng)濟(jì)管理;2007年06期

本文編號(hào)：2336052