基于平衡记分卡的郴州移动营业类员工绩效管理体系优化设计研究

【作者】 杨辉；

【导师】 马跃如；

【作者基本信息】 中南大学 ， 工商管理， 2010， 硕士

【摘要】 三十年的改革开放,中国移动经历了跳跃式的发展,多年来一直是移动通信市场的领导者,无论是收入、用户数还是客户服务一直遥遥领先于竞争对手。随着环境的变化,竞争格局将发生巨大的变化。2008年国家宣布电信重组,新的中国移动、中国电信和中国联通形成了“三足鼎立”的局面,三家通信运营商均拥有全国性网络资源、实力与规模相对接近、具有全业务运营能力。当外部环境骤变,中国移动的竞争对手质疑移动已往可圈可点的业绩是国家政策导致的“水涨船高”的自然结果时,国家政策也在悄然改变：市场占有率的限制、价格的不对称管制、网络共建共享的硬性规定以及中国移动承担的民族通信技术专利(?)D-SCDMA(?)拘建设任务等等。上述变化已对中国移动的经营造成了巨大的影响,并已直接导致企业收入下降、企业各种资源趋紧。为应对挑战,继续保持中国移动在通信行业中的领先地位,中国移动提出了第三次创业的口号,鼓励员工树立信心、不畏困难,以自身的管理和竞争再创辉煌。很显然,企业员工士气的高低将直接影响到企业的兴衰成败,一线员工的业绩与行为也会对企业的运营造成极大的影响。面对新的形势,新的竞争,郴州移动苦练内功,站在企业长远发展的战略高度,在员工绩效管理方面进行了积极的探索和实践,对于激发员工的积极性与创造性,提高企业经营业绩发挥了积极的作用。然而,置身于经济全球化的大潮中,郴州移动公司的员工绩效管理机制还很不完善,还存在诸多缺陷,亟待进一步改进。本文在绩效管理理论的指导下,重点分析了当前郴州移动营业类员工的绩效管理模式,找出了其中需要改进的地方,并且建立了一套平衡基分卡模式下移动营业类员工新的绩效管理体系。论文将从“通过提升员工个人绩效水平入手,进而提高整个组织的绩效水平和管理水平”这一角度出发来探讨郴州移动如何有效实施营业类员工绩效管理的问题。在研究方案的设计上,本论文将遵循绩效管理的相关理论,根据郴州移动营业类员工绩效管理的实际状况进行分析,找出存在的问题,客观地分析了原绩效管理模式,并就原模式存在的问题进行诊断,然后根据诊断结果得出相关结论并进行改进设计,最后在实践的过程中发现并解决问题,推动营业类员工绩效管理体系的进一步完善和绩效管理水平的不断提升。在具体的绩效管理体系优化中,本方案从绩效管理的一般原理出发,深入探讨了员工绩效管理与组织战略的关系、绩效考评体系设计的目标及特点、绩效考评体系设计流程、绩效考评体系的主要内容、主要方法,设计出了以营业类员工岗位工作分析为基础的营业厅关键指标体系和以平衡记分卡为核心的绩效考评体系,最后还探讨了营业类员工绩效管理的实施及绩效管理的效果评价中存在的具体问题,对优化后的绩效管理体系实施再诊断,并提出了持续改进的建议。更多还原

【Abstract】 In the past thirty years, China Mobile has changed greatly. As the leader of the telecom market, China Mobile has exceeded his opponents in income and customer service. with the changing of the environment,the situation of the competition among the telecom market will change deeply. In 2008, the government of China declared to divided the telecom corporations into three just as China Mobile、China telecom and China Unicom. From then on, the three telcom corporations has owned the same net resources and the capability of management. Facing the deteriorating of the environment, the opponents doubts the achievements of China Mobile in the past, riducled all these are duing to the policy of the government. With any question, the policy of the government is changing,including the limit of the market occupying rate、execute the unsame price and the TD-SCDMA construction which is not mature in technology. All these changing has affected the development of China Unicom, the income is descending, and the resources of China Mobile is not as enough as before. In order to remain as the leader of the telcom market, China Mobile declaimed the slogan of the third undertaking work, encouraged the staff to be confident and work hard to overcome the distress. Obviously the confidence of the staff will affect the development, and the performance of the shop employee will affect hardly.Under this situation, Chen Zhou Mobile focuses on enhancing the quality of the employee inside. Therefore, it has done many researches and practices about the employees’performance management system, especially on the selection of KPI (Key Performance Indicator) and performance evaluation and etc. All these researches and practices played a very important and positive way in the employees’working enthusiasm and innovation, which is also very helpful to enhance the efficiency of group operation. However, there are still some disadvantages in the current performance management system.With the guide of the theory of performance management, this article applies itself to analyze the current performance management system of Chen Zhou Mobile Shop Employee, trying to find where the problem is and building a new system which is benefit to the development of the company to solve these issues. How to improve The Personal Performance management of Shop Employee in order to improve the Performance management of the whole organization is where this article starts.From the design of research structure, this thesis is based on the relevant theories of performance management, together with the current situation of Chen Zhou Mobile, trying to find out where the problem is. Then provide the diagnoses of existing issues with the respect of objective analysis, using the research result to get the conclusion to solve the existing problems. To improve the performance management with the continuous adjustment and revising in practice.In the detailed ameliorating plans it discuss the relationship of employee. Performance management and strategic organization from the point of basic theories. What’s more, it has discussed the target and features of performance evaluation system, the designing flow of this system, methods and index choosing. The system back research is with Shop Employee working analysis as the key index, and with the target management as the core. It also refers to the issues happened in the implementation of Shop Employee performance Evaluation with the re-diagnoses and ameliorating suggestions.更多还原