本文選題：績(jī)效管理　切入點(diǎn)：績(jī)效溝通　出處：《中南大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著市場(chǎng)經(jīng)濟(jì)的高速發(fā)展,公司規(guī)模的持續(xù)擴(kuò)大,公司間的競(jìng)爭(zhēng)也變得日趨白熱化,這些競(jìng)爭(zhēng)歸結(jié)起來(lái)還是人才的競(jìng)爭(zhēng)。人力資源是公司核心競(jìng)爭(zhēng)力的重要來(lái)源,而績(jī)效管理則是人力資源管理的風(fēng)向標(biāo),對(duì)公司戰(zhàn)略目標(biāo)的實(shí)現(xiàn)具有重要的助推作用。 本文在對(duì)國(guó)內(nèi)外關(guān)于績(jī)效管理及相關(guān)理論研究成果的分析和總結(jié)的基礎(chǔ)上,對(duì)湖南省高速?gòu)V信投資有限公司的績(jī)效管理體系進(jìn)行了深入的分析。研究發(fā)現(xiàn)現(xiàn)有的績(jī)效管理體系已經(jīng)與湖南省高速?gòu)V信投資有限公司的發(fā)展存在諸多的不適應(yīng)現(xiàn)象,難以滿足其績(jī)效目標(biāo)的實(shí)現(xiàn)。其主要問(wèn)題主要體現(xiàn)在：公司對(duì)績(jī)效管理的認(rèn)識(shí)還停留在表面上,將績(jī)效管理與績(jī)效考核混為一談；績(jī)效管理體系不完整,與公司戰(zhàn)略目標(biāo)脫節(jié)；工作分析不夠,考核指標(biāo)缺乏針對(duì)性；績(jī)效考核方式單一,考核結(jié)果平均化；績(jī)效考核形式化,考核結(jié)果閑置；反饋體制缺乏,績(jī)效溝通不足等。 針對(duì)湖南省高速?gòu)V信投資有限公司績(jī)效管理所體現(xiàn)出來(lái)的問(wèn)題,本文在深入分析和研究的基礎(chǔ)上提出了改進(jìn)建議以及改進(jìn)保障措施。該建議旨在樹(shù)立公司全體員工績(jī)效管理思想,通過(guò)制定對(duì)公司戰(zhàn)略目標(biāo)的分解,建立績(jī)效目標(biāo)體系,針對(duì)各績(jī)效目標(biāo),建立科學(xué)合理的指標(biāo)體系,并堅(jiān)決實(shí)施,用公平、公正、合理的績(jī)效考核方式評(píng)估績(jī)效結(jié)果,并進(jìn)行有效反饋,最終達(dá)成公司總體目標(biāo)。
[Abstract]:With the rapid development of the market economy and the continuous expansion of the company scale, the competition among companies is becoming more and more intense. These competitions come down to the competition of talents. Human resources are the important source of the core competence of the company. Performance management is the wind vane of human resource management, which plays an important role in the realization of the company's strategic objectives. On the basis of analyzing and summarizing the achievements of performance management and related theories at home and abroad, This paper analyzes the performance management system of Hunan High Speed Guangxin Investment Co., Ltd. It is found that the existing performance management system has not adapted to the development of Hunan High Speed Guangxin Investment Co., Ltd. It is difficult to achieve its performance goal. Its main problems are: the company's understanding of performance management is still on the surface, the performance management and performance appraisal are confused, the performance management system is incomplete, and it is out of line with the company's strategic objectives. The work analysis is not enough, the appraisal index lacks pertinence; the performance appraisal method is single, the appraisal result is average; the performance appraisal is formalized, the appraisal result is idle; the feedback system is lacking, the performance communication is insufficient, etc. Aiming at the problems reflected in the performance management of Hunan High Speed Guangxin Investment Co., Ltd., On the basis of in-depth analysis and research, this paper puts forward some suggestions for improvement and improvement measures. The purpose of this proposal is to set up the idea of performance management of all employees in the company, and to establish a system of performance objectives through the formulation of the decomposition of the company's strategic objectives. In view of each performance goal, establishes the scientific and reasonable index system, and resolutely implements, evaluates the performance result with the fair, just, reasonable performance appraisal method, and carries on the effective feedback, finally achieves the overall goal of the company.
【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】：2013
【分類號(hào)】：F272.92;F832.48

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