【作者】 刘晶晶；

【导师】 龙立荣；

【作者基本信息】 华中科技大学 ， 工商管理（专业学位）， 2024， 硕士

【摘要】 初创企业,作为新生的经济力量,面临着诸多挑战。这一时期的企业通常伴随着快速成长、资源有限性、竞争激烈等挑战,公司需要一个有效且实用的管理体系来保持组织的灵活性、创新性和战略一致性。AL公司从初创期到快速发展期,人员不断增长,如何构建一套适合初创企业的绩效考核体系,保持初创企业的创新力和敏捷性;同时又要避免走向大公司形式化的绩效考核方式,成为企业亟待解决的问题。本文以AL高科技初创公司为研究对象,通过访谈公司管理层和员工、发放调查问卷等方式对AL公司绩效考核现状进行分析,识别出存在的问题并进一步剖析问题背后的原因。研究发现,AL高科技初创公司绩效考核体系存在的问题包括:(1)公司及部门没有设置任何绩效考核指标;(2)无绩效过程跟踪和反馈,仅凭员工的自驱力在做事;(3)季度考核评价缺乏科学依据,经理凭感觉给予员工绩效系数;(4)考核评价后严重缺乏绩效沟通与应用。员工对于绩效考核流程、标准以及评价结果不了解。产生问题的原因有初创企业成立初期精力有限、公司高层对实施绩效考核有顾虑、经理层对绩效考核目的认知不够、员工对绩效考核存在抵触情绪、公司人员不断增加导致管理难度加大。基于以上问题,本文对AL高科技初创公司的绩效考核体系进行构建。首先,在绩效规划阶段,借鉴绩效考核相关文献,从公司战略出发提取各层级KPI指标,明确指标数量、权重、指标值,建立了各层级的绩效考核表。其次,在绩效实施阶段,通过周会、月度绩效报告以及季度绩效复盘会对绩效实施监控。再次,在绩效考核阶段,对指标打分的方法进行设计,构建了绩效考核的反馈机制和绩效考核结果的应用机制。最后,为保证上述绩效考核体系的成果固化,本文从组织方面、文化方面、制度方面、培训方面设计了保障措施。更多还原

【Abstract】 As a new economic force,startup companies face various challenges.During this phase,companies typically experience rapid growth,limited resources,intense competition,and the need for an effective management system to maintain organizational flexibility,innovation,and strategic consistency.From the startup phase to rapid development,AL Company has experienced continuous growth in personnel.How to build a performance evaluation system suitable for startup companies to maintain their innovation and agility,while avoiding moving towards the formalized performance evaluation methods of large corporations,has become an urgent issue for the company to address.This article focuses on the performance evaluation system of AL High-Tech Startup Company.Through interviews with the company’s management and employees,as well as the distribution of surveys,an analysis of the current performance evaluation situation at AL Company was conducted.The study identified existing issues and further analyzed the underlying causes.The problems identified in the performance evaluation system of AL High-Tech Startup Company include:(1)the company and its departments have not set any performance evaluation indicators;(2)there is no performance tracking and feedback process,and employees solely rely on self-drive in their work;(3)quarterly performance evaluations lack scientific basis,with managers assigning performance coefficients based on intuition;(4)there is a serious lack of performance communication and application after evaluation.Employees lack understanding of the performance evaluation process,standards,and evaluation results.The reasons for these problems include limited energy in the early stages of the startup,concerns among senior management about implementing performance evaluations,inadequate understanding of the purpose of performance evaluations among managerial staff,resistance to performance evaluations among employees,and the increasing difficulty in management due to the continuous increase in company personnel.Based on the above issues,this article constructs the performance evaluation system for the high-tech startup company AL.Firstly,in the performance planning phase,drawing from relevant literature on performance evaluation,key performance indicators(KPIs)were extracted from the company’s strategy at various levels,specifying the number of indicators,their weights,and target values,and establishing performance evaluation forms at each level.Secondly,in the performance implementation phase,performance monitoring was conducted through weekly meetings,monthly performance reports,and quarterly performance review meetings.Thirdly,in the performance evaluation phase,methods for scoring indicators were designed,and feedback mechanisms and the application of performance evaluation results were established.Finally,to ensure the solidification of the aforementioned performance evaluation system,this article designed safeguard measures from the organizational,cultural,institutional,and training aspects.更多还原