【作者】 刘欣；

【导师】 冯天丽；

【作者基本信息】 电子科技大学 ， 工商管理（专业学位）， 2015， 硕士

【摘要】 组织内部开展所有管理活动的目的都是为了提高绩效。基于战略的人力资源管理的核心职能是绩效管理,它也是组织管理体系的核心组成部分,是组织实现战略目标的有效控制手段。D公司成立于1999年,从2005年正式引入绩效管理,2007年开始将绩效管理作为公司的核心体系的核心组成部分,循序渐进地开展绩效相关的管理工作,在战略导向、价值引导和激励上充分发挥绩效管理体系的牵引作用,激发员工活力,提升组织效能,将其作为评价下属团队及个人业绩、能力的主要标准,为公司的十年快速发展做出了重要贡献。随着电信行业第四次重组和3G网络牌照的发放,通信行业竞争愈加激烈,D公司以往业绩增长依靠的品牌优势、技术优势已逐渐失去甚至沦为劣势,刚需市场也趋于饱和。据相关数据统计,2003年至2009年间D公司业绩增长幅度在20%以上,而近几年则明显放缓。D公司收入及KPI连年下滑,跌出全省前五行列,以考代管、指标加码、泛PI化绩效管理模式的弊病逐渐显现,员工对于绩效的接受度降低。内外部环境都迫使D公司优化、调整绩效管理制度,使绩效管理重新发挥其应有的作用。本文采用文献分析法、问卷调查法、现场观察法、深度访谈等研究方法,从战略导向、适用性、公平性和有效激励等方面对D公司绩效管理体系中的绩效计划、绩效辅导、绩效评估、结果应用等环节进行诊断分析和优化调整。通过近2年的优化调整,公司经营业绩目标完成情况从全省中下游水平提升至上游水平。本文旨在通过优化D公司绩效管理体系提升其组织与个人绩效,不仅研究绩效管理与组织结构、薪酬等人力资源模块的结合与应用,同时研究绩效提升与员工满意度、组织承诺之间的关系,总结成功经验、对不足的地方加以改进,为其他企业在实施绩效考核变革的过程中提供参考依据。更多还原

【Abstract】 Performance is the ultimate goal of all management activities. Performance management is not only the core of the organization of human resource management function, but also is the core part of the organization and management system, and is the effective means to achieve strategic goals of the organization.The company D was established in1999,and brought in performance management formally in 2005, in 2007 the company started to treat performance management as a core component of the company at the core of the system, carried out performance management work gradually, gave full play to the performance management system of strategic guidance,value guidance, motivation of traction, motivate employees vitality, promote the efficiency of the organization. As the main standard ability of an evaluation team and individual performance, performance management made an important contribution to the fast development of the company in the following ten years.From the fourth time of the telecom industry restructuring and the issuance of 3G licences, the communication industry competition is becoming more and more intense, the company’s performance depends on brand advantage and the technical advantage which are lost gradually and even become disadvantages. The need of market tends to be saturated. According to relevant data statistics, the company’s performance rate is above 20% during the year 2003 to 2009, while the rate grows slowly in these years. The income and KPI are descending from year to year, dropping out to the fifth of the province. The disadvantages of exam instead of management, index added, generic PI appear gradually, at the same time staff don’t accept performance. Internal and external factors force the company to optimize and adjust the performance management system, making the performance management to play its proper role.This paper uses literature analysis, questionnaire survey, field observation, in-depth interviews and other research methods, from the strategic orientation, applicability, fairness and effective motivation of corporate performance plan, performance evaluation, the result application of diagnosis analysis and the optimization adjustment. Through nearly 2 years of optimization and adjustment, the company’s operating performance objectives to complete the situation from the province’s middle and lower reaches to the upstream level.The purpose of this paper is to the company performance management system optimization as the carrier, focus on the company’s organizational performance and individual performance improvement, research the performance management and organizational structure, compensation and other human resource module combination and application, research on employee satisfaction, the relationship between organizational commitment and performance improvement at the same time. Based on the company performance management system to optimize the process of research, summarizes successful experience, improve on insufficient place, for other enterprises in the implementation of performance appraisal in the process of change to provide reference basis.更多还原