本文關(guān)鍵詞：M鋼鐵集團(tuán)公司績效管理體系優(yōu)化設(shè)計(jì)　出處：《山東大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

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【摘要】：隨著市場經(jīng)濟(jì)的發(fā)展和完善,企業(yè)面臨的競爭日益激烈。越來越多企業(yè)發(fā)現(xiàn),企業(yè)之間競爭的關(guān)鍵是人才的競爭,而規(guī)范的績效管理體系能夠最大限度的發(fā)揮員工的積極性和創(chuàng)造性。目前,我國大多數(shù)企業(yè)內(nèi)部并沒有形成一套完整、科學(xué)的績效管理體系,在績效管理運(yùn)行中普遍存在著諸多問題,尤其是在國有企業(yè)中,企業(yè)對員工的績效考核流于形式,導(dǎo)致績效管理沒有發(fā)揮其應(yīng)有的效能。如何完善績效管理體系,使其成為提高企業(yè)績效的有力工具,成為企業(yè)熱議的話題。本文研究對象M鋼鐵集團(tuán)公司,是一家國有獨(dú)資的鋼鐵企業(yè)。隨著企業(yè)規(guī)模的迅速擴(kuò)張,企業(yè)原有的績效管理體系己不適用企業(yè)現(xiàn)有狀況,導(dǎo)致員工積極性不高、公司業(yè)績下滑,影響了企業(yè)績效的提升和戰(zhàn)略目標(biāo)的完成。因此M公司急需調(diào)整現(xiàn)有的績效管理模式,優(yōu)化公司績效管理體系,提高公司的績效,推動企業(yè)戰(zhàn)略目標(biāo)的實(shí)現(xiàn)。本文在績效管理相關(guān)理論和方法研究的基礎(chǔ)上,分析M鋼鐵集團(tuán)公司績效管理體系的運(yùn)行現(xiàn)狀,通過問卷調(diào)查的方式發(fā)現(xiàn)其存在的問題；然后綜合使用目標(biāo)管理法、關(guān)鍵績效指標(biāo)法和平衡計(jì)分卡法,建立企業(yè)、部門、員工三個層級的KP工組成的績效管理指標(biāo)體系,并從對績效管理流程的五個環(huán)節(jié)分別進(jìn)行優(yōu)化；最后從思想、組織和制度三個方面保障優(yōu)化方案的實(shí)施。本文建立起一套廣泛適用、可操作性強(qiáng)的績效管理體系優(yōu)化模板,為同行業(yè)企業(yè)改善績效管理提供重要借鑒。
[Abstract]:With the development and perfection of market economy, enterprises are facing increasingly fierce competition. More and more enterprises find that the key to competition among enterprises is the competition of talents. The standardized performance management system can maximize the enthusiasm and creativity of employees. At present, most enterprises in China have not formed a complete, scientific performance management system. There are many problems in the operation of performance management, especially in state-owned enterprises, the performance appraisal of employees is a mere formality. As a result, performance management does not play its due efficiency. How to improve the performance management system, make it become a powerful tool to improve the performance of enterprises, become a hot topic of discussion. M Iron and Steel Group Corporation, the object of this paper. With the rapid expansion of the scale of the enterprise, the original performance management system of the enterprise is no longer applicable to the existing situation of the enterprise, resulting in low enthusiasm of employees, corporate performance decline. Therefore, M Company urgently needs to adjust the existing performance management model, optimize the performance management system, improve the performance of the company. On the basis of the theory and method of performance management, this paper analyzes the current situation of the performance management system of M Iron and Steel Group Company. Through the way of questionnaire survey to find its existing problems; Then it uses the objective management method, the key performance index method and the balanced scorecard method to establish the performance management index system composed of three levels of KP workers: enterprise, department and staff. And from the performance management process of the five links were optimized; Finally, from the ideological, organizational and institutional aspects to ensure the implementation of optimization programs. This paper establishes a set of widely applicable, operational performance management system optimization template. For the same industry enterprises to improve performance management to provide an important reference.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.92;F426.31

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