【作者】 张睿；

【导师】 王培欣；

【作者基本信息】 哈尔滨工业大学 ， 工商管理（专业学位）， 2023， 硕士

【摘要】 J集团是一家拥有室内设计、装修、家居建材销售、智能家居、智慧物流、后家装服务以及百货商场、购物中心、生活超市等多业态的大型商业集团,J集团H分公司扎根黑龙江市场经营多年,经过多年来的建设发展,逐步确立了地区内行业龙头地位,但市场环境的变化之快,也使企业面临着严峻的考验。虽公司依靠集团的大背景之下,拥有一定的面临风险的抵抗能力,无需有过大的生存压力,但优胜劣汰是市场竞争的核心。J集团H分公司依然具有巨大的竞争压力和人才培养建设不完善、人才流失等问题。绩效考核作为一种有效的管理方式被大部分企业认可并且运用,J集团H分公司也采用了此种管理方式来对员工进行考核,提高员工个人能力,进而增加企业市场竞争力,但在实施过程中仍有较多的不足有待发现并进行研究。运营部作为公司的主要部门,是公司实践战略发展及获得效益的支柱,对公司的长久发展具有重要影响,因此部门的良性发展尤为重要,我就此意义结合国内外诸多文献进行了阅读研究,并结合实践学习的成果,对J集团H分公司运营部现行的绩效考核体系进行了分析研究,明确了J集团H分公司运营部在体系的设计和实施过程中的问题,包括绩效考核指标选取缺乏科学性、绩效考核缺乏沟通反馈、绩效考核工作形式化、绩效考核与激励相脱节。在对其问题进行分析,得出成因,进而优化现有的考核方式,从绩效考核指标的选取、比例的设定,优化流程,增加绩效考核反馈环节,最后提出方案实施的保障措施,以期优化后的绩效考核体系发挥到更大的激励作用,降低人才流失,提高个人综合能力,增强企业竞争,同时为其他有类似问题的企业提供一定的借鉴与帮助。更多还原

【Abstract】 J Group is a large commercial group equipped with interior design,decoration,sales of home building materials,smart home,smart logistics,post-home decoration services,department stores,shopping centers,life supermarkets and other businesses.J Group H Branch has been in the market of Heilongjiang Province for years,and it has gradually confirmed the leading position in the industry within the region for years of construction and development.However,the rapid change in the market environment traps the enterprise in a severe challenge.The company has a certain ability to resist risks and no excessive pressure of survival under the protection of the group,but the survival of the fittest is the core of market competition.J Group H Branch still suffers from huge competitive pressure,imperfect talent training and construction,talent loss and other problems.Performance appraisal has been recognized and used by most enterprises as an effective management method,so it is also adopted by the J Group H Branch to have appraisals for its employees to improve their personal ability and enhance the corporate market competitiveness;however,in the implementation,there are still many imperfections to be found and studied.As a dominant department of the company,the operation department is the pillar for the company to practice strategic development and gain benefits with a big influence on the long-term development of the company,so it plays a key role in the benign development of the department.I have had reading and study on the domestic and foreign literature based on the significance and made an analysis and study of the existing performance appraisal system in the operation department of J Group H Branch according to the outcomes of the practical learning,so as to clarify the problems in the design and implementation of the system in the department,including unreasonable performance appraisal index design,performance appraisal without communication and feedback,a mere form of performance appraisal,and a gap between performance appraisal and motivation.The impeding factors are concluded after the analysis of the problems so as to optimize the existing appraisal method from the selection of performance appraisal indicators and setting of proportion,optimization of process and addition of feedback in performance appraisal;ultimately,it is proposed with the ensuring measures for the scheme implementation with an expectation that the optimized performance appraisal system could make higher incentives,less talent loss,higher personal comprehensive ability and stronger corporate competitiveness,and it would provide certain reference and help for the enterprises with similar problems.更多还原