【作者】 张喆；

【导师】 刘柏；

【作者基本信息】 吉林大学 ， 工商管理硕士（专业学位）， 2020， 硕士

【摘要】 一汽解放客车公司经营状况较差,人员流失严重,经过分析发现其对于基层管理者的绩效管理存在较为突出的问题。该公司目前使用的绩效管理方式为:首先确定公司的组织绩效指标,然后由各部门承接,再由员工个人承接。员工个人的绩效指标内容主要由员工个人提出,每半年进行一次绩效回顾,并按比例进行强制分档。通过绩效分档结果,进行薪酬兑现。但经过对该公司绩效管理现状的分析,发现其存在的主要问题有绩效制定时间过长、指标设计不科学、日常点检不到位、考核周期过长、绩效反馈流于形式等方面;主要原因大致可以归纳为绩效管理流程过长、员工重视程度不够高、缺乏日常点检机制、凭主观打分现象多、绩效反馈未实质性开展等方面。针对上述问题及原因,按照PDCA管理循环的步骤从绩效管理的绩效制定环节、绩效实施环节、绩效考核环节、绩效反馈环节提出了改进建议及措施。在绩效制定环节主要采用平衡记分卡的方式,但结合公司实际,将指标类别调整为重点项目、岗位KPI、改善项目、个人学习及成长四个方面。在绩效实施环节制定了过程监督点检环节,明确了实施点检工作的主体责任、点检周期和点检开展过程;对于发生了影响绩效指标达成的重大影响事件,还明确了绩效指标调整的方式。在绩效考核环节明确了考核主体和主要责任,确定了考核周期、考核流程和考核标准,使得绩效考核的工作流程更加规范化、考核标准更易于部门负责人对下属员工的绩效进行打分。对于月度的绩效过程点检也纳入了绩效考核的范围,使员工更重视绩效过程的工作;同时对半年和年度的绩效打分评价结果保留原有的强制分档模式,但分档结果应用于员工的绩效奖金基数计算。除了硬性的绩效KPI指标的评价考核,还明确了对员工个人日常工作表现的履职度评价,使得评价考核维度更加丰富,更能体现出员工表现的真实状态。在绩效反馈环节,改变了原有的形式主义工作,一方面在绩效反馈工作要求上明确了绩效反馈的内容和反馈后的输出结果,另一方面为不同类型的员工制定了不同的绩效反馈策略,帮助部门负责人开展绩效反馈。对于不接受绩效考核结果的员工,还设置了绩效申诉的渠道,有效保证了员工的权利。为了使制定好的绩效改进方案能够顺利运行,帮助企业更好开展绩效管理工作,从制度、薪酬、培训以及文化建设四个方面制定了保障措施。在制度保障措施方面主要是明确了绩效管理工作的制度内容,以及为了支撑绩效管理工作而制定的其他制度文件。在薪酬保障措施方面,主要是明确绩效考核过程点检后的薪酬兑现和强制分档后的薪酬兑现方式。在培训保障措施方面,一方面是明确对绩效管理的工作人员进行培训,以指导公司绩效管理工作有效开展;另一方面是对公司员工进行绩效知识培训,提高整体认识,为绩效管理工作顺利开展做铺垫。更多还原

【Abstract】 FAW JIEFANG Bus Co.,Ltd.has a poor operating situation and serious staff turnover.After analysis,it is found that there are more prominent problems in the performance management of grassroots managers.The company’s current performance management method is to first determine the company’s organizational performance indicators,and then be undertaken by various departments,and then by employees individually.The content of individual employee performance indicators is mainly put forward by individual employees,and performance reviews are conducted every six months,and mandatory binning is carried out in proportion.But after analyzing the status of the company’s performance management,it is found that the main problems are excessive performance formulation time,unscientific indicator design,inadequate daily checkpoints,excessive assessment cycle,and performance feedback flowing in the form.It can be summarized as the performance management process is too long,employees do not pay enough attention,lack of daily check mechanism,subjective scoring phenomenon,performance feedback has not been carried out.Aiming at the above problems and reasons,the author puts forward improvement suggestions and measures from the performance development link,performance implementation link,performance assessment link,and performance feedback link of performance management according to the steps of the PDCA management cycle.In the performance formulation process,the balanced scorecard is mainly adopted,but in combination with the company’s actual situation,the indicator categories are adjusted to four aspects: key projects,job KPIs,improvement projects,personal learning,and growth.In the performance implementation link,a process supervision and inspection link was established,which clarified the daily responsibility for implementing inspections,the inspection cycle and the inspection development process;for major impact events that affect the achievement of performance indicators,the method of adjusting performance indicators was also specified.In the performance assessment link,the main body and main responsibilities of the assessment were clarified,and the assessment cycle,assessment process and assessment standards were determined,making the performance assessment workflow more standardized and the assessment standards easier for department heads to score the performance of subordinate employees.The monthly performance process check is also included in the scope of performance assessment,so that employees pay more attention to the work of the performance process;at the same time,the original grading mode is retained for the performance evaluation results of the semi-annual and annual,but the grading results are applied to employees Calculation of performance bonus base.In addition to the hard performance KPI index evaluation,it also clarifies the performance evaluation of employees’ daily work performance,which makes the evaluation and evaluation dimensions richer and can better reflect the true status of employee performance.In the performance feedback link,the original formalism work was changed.On the one hand,the content of performance feedback and the output results after feedback were clarified on the requirements of performance feedback work.On the other hand,different performance feedback strategies were developed for different types of employees To help department heads perform performance feedback.For employees who do not accept the results of performance appraisal,a channel for performance appeals is also set up,which effectively guarantees the rights of employees.In order to make the well-developed performance improvement plan run smoothly and help enterprises to better perform performance management,the author also formulated safeguard measures from four aspects: system,salary,training and cultural construction.In terms of system safeguard measures,the content of the system of performance management work is clearly defined,as well as other system documents formulated to support performance management work.In terms of remuneration protection measures,it is mainly to clarify the salary redemption after the performance assessment process and the mandatory salary redemption method.In terms of training guarantee measures,on the one hand,the training of performance management staff is clearly instructed to guide the effective performance of the company’s performance management work;on the other hand,performance knowledge training is provided to company employees to improve their overall understanding and smooth performance management Make the pavement.更多还原