YS公司知识型员工绩效管理体系研究

【作者】 赵静；

【导师】 申俊喜；

【作者基本信息】 南京师范大学 ， 工商管理（专业学位）， 2015， 硕士

【摘要】 创新型医药企业的研发人员具有非常专业的业务技能和较高的个人素质,同时兼备很高的创造性和自主性,但是他们的工作过程难以实行监督控制,工作成果不易加以直接测量和评价,忠诚于对职业的承诺远高于对企业组织做出的承诺。如何对医药行业的知识型员工进行有效的绩效管理,并与其他人力资源管理职能相结合,是解决该类企业人员工作满意度不高、激励无法达到最大化,人才流动率高等问题的关键。本文针对创新型医药行业研发人员的绩效难以进行管理的难题,结合YS公司在知识型员工绩效管理上出现的问题,着重分析了其人力资源管理现状,运用战略绩效管理的理念和包含平衡记分卡、关键绩效指标等研究工具,结合知识型员工的特点,以公司的经营战略目标为出发点,运用战略地图的形式重新构建了基于战略角度的绩效管理体系,以此来推动公司战略的实施。在实施的同时还提出了相应的保障措施,用以推广新绩效管理的成效,同时更加聚焦研发人员的绩效,形成以研发为主导的核心绩效管理圈模式。论文主要借鉴了国外绩效考核的经典成果——平衡积分卡(BSC)、关键绩效指标(KPI)考核技术和360°全方位绩效考核体系。论文的基本思路是以YS公司的整体战略目标为出发点,将组织绩效、部门绩效、个人绩效分层次并有机融合后,重新构建了 YS公司的绩效管理体系,新的体系主要以研发人员为例。战略性的绩效管理中,组织绩效指的是组织在任务数量、质量和效率三方面的完成情况;部门绩效是整个大组织中部门对分解到本部门的子目标完成情况;个人绩效包括个人的工作行为与工作产出,是两者的结合。对个人和部门进行绩效管理的目的是为了提高组织绩效,从而最终实现公司整体的战略目标。本文绩效管理体系的设计体现了对个人、团队(部门)、组织之间绩效链的管理,通过对个人、部门绩效的考核实现组织绩效,形成“绩效考核圈”聚焦模式,保证组织目标的实现。更多还原

【Abstract】 R&D personnel in pharmaceutical industry are highly skilled and qualified professionals.They often demonstrate great creativity as well as autonomy.However,from the management perspective,this unique group of employees also presents certain challenges:It is often difficult to implement supervision,or to accurately evaluate their productivity,and they tend to place their professional loyalty above their commitment towards the employers,which often result in low job satisfaction,lack of motivation,as well as the high turnover rate,I believe the key to solve the above issues lies in efficient performance management combining diverse human resources management methods.In this paper the performance of innovative pharmaceutical industry research and development personnel to management problems,combined with YS company in knowledge-based employee performance management problems,focusing on analysis of the current situation of its human resources management,using the idea of strategic performance management and contains the balanced scorecard,key performance indicators,such as research tools,combined with the characteristics of knowledge workers,to the company’s business strategic objectives as a starting point,using the strategy map to constructed based on the strategic point of view,in the form of performance management system,in order to promote the implementation of the strategy of the company.In implementation and puts forward the corresponding security measures,to promote the effectiveness of the new performance management at the same time more focused on the performance of the r&d staff,form the core of the research and development as the leading performance management circle.In my thesis I referred to the international standards of performance evaluation,such as the balanced score card(BSC),the key performance indicators(KPI)examination technique and 360°comprehensive performance evaluation system.The fundamental rationale of this thesis is to establish performance evaluation system at managerial,departmental and individual employee levels,taking the R&D personnel as an example.The managerial level evaluation focuses on the quantity,quality and efficiency of tasks;the departmental level evaluation focuses on the task completion of individual departments,while the individual evaluation focuses on each employee’s work behavior and work output.The ultimate goal is to improve the performance at the management level through monitoring and analyzing at the individual and departmental levels.The performance evaluation system proposed in this thesis aim to establish a "performance appraisal" model that involves multi-levels of organizations within the company.I believe such model could serve as a great platform to facilitate the realization of the overall goals for the company.更多还原