【作者】 刘晓；

【导师】 王雁飞；

【作者基本信息】 华南理工大学 ， 工商管理（专业学位）， 2024， 硕士

【摘要】 随着社会经济的飞速发展,建筑业行业已经由“粗犷式”发展转变为“精细化”管理。现有城镇建设的多元化以及形式、速度,为建筑行业带来了机遇,同时也加剧了行业内的竞争。同时,随着发承包模式的改革,EPC管理模式对于建筑公司综合管理能力的要求直线上升。因此,作为施工单位旗下的新成立的设计院,在外部“专业化”设计院强大市场占有率的压迫下,如何突出重围成就自己的特色并挤占市场份额,围绕人力资源管理与开发的核心,建立A设计院的核心专长,设计一套符合A设计院的绩效管理体系,显得越来越重要。本研究以现代人力资源管理理论为基础,采用问卷调查、访谈等方法对A设计院绩效管理的实际情况进行收集、剖析。通过研究发现A设计院在绩效管理方面存在以下五方面问题:(1)A设计院整体员工对于绩效管理的概念认识不彻底,“大锅饭”意识较重,还没有一套适合设计院的绩效管理体系;(2)缺乏明确的考核计划及明确的绩效考核指标,月度考核指标由员工自己设置,年度指标各等级员工采用相同考核指标,只是量级不同;(3)考核流于形式,绩效考核成绩并不能真正体现员工工作能力及工作成果的好坏,领导主观意识较重;(4)绩效考核机制不够完善,绩效管理的闭合循环机制没有形成;(5)考核结果的应用不到位,未形成显著的绩效激励作用。针对该院绩效管理存在的问题,本研究以现代绩效管理理论为基础,提出以下四方面对策和建议:(1)重新构建A设计院的绩效指标体系;(2)优化绩效管理流程,强化PDCA在绩效管理过程的重要作用;(3)加强绩效管理的过程控制,成立绩效考核小组,主要领导带头抓宣传、重落实,形成有效的监督和反馈机制;(4)加强绩效考核结果的合理应用。本研究希望借助对A设计院绩效管理的研究,为A设计院设计一套合理、清晰的绩效管理系统,为员工的职位晋升、岗位调整、薪资调整等提供依据,使得员工清晰地了解自己能力范围,清楚企业对其真实的评价,为管理者与员工之间搭建起正式的沟通桥梁,从而提升企业的管理水平,使得绩效管理在该设计院与其他设计院激烈的角逐中发挥真正的作用。更多还原

【Abstract】 With the rapid development of the social economy,the construction industry has transformed from a "rough-and-ready" approach to a "refined" management model.The diversification of urban construction,along with its various forms and pace,has brought opportunities to the construction industry,while also intensifying competition within the sector.Concurrently,with the reform of the contracting model,the EPC(Engineering,Procurement,and Construction)management approach has led to a direct increase in the demand for comprehensive management capabilities from construction companies.Therefore,as a newly established design institute under a construction entity,facing the pressure of a strong market share occupied by external "professional" design institutes,it is becoming increasingly crucial to break through and establish a unique position to capture market share.Centering on the core of human resource management and development,establishing the core expertise of A Design Institute,and devising a performance management system that aligns with the characteristics of A Design Institute is of paramount importance.This study,based on modern human resource management theory,employs questionnaires,interviews,and other methods to collect and analyze the actual situation of performance management at Design Institute A.The research found the following five issues in the performance management of Design Institute A:(1)The overall staff at Design Institute A do not have a thorough understanding of the concept of performance management,with a strong "big pot" mentality,and there is no performance management system suitable for the design institute;(2)There is a lack of clear assessment plans and explicit performance assessment indicators,with monthly assessment indicators set by employees themselves,and annual indicators using the same assessment indicators for all levels of employees,with only different magnitudes;(3)Assessments are formalistic,and performance assessment results do not truly reflect the quality of employees’ work abilities and outcomes,with a heavy influence of leadership’s subjective consciousness;(4)The performance assessment mechanism is not comprehensive,and the closed-loop mechanism of performance management has not been formed;(5)The application of assessment results is inadequate,and no significant performance incentive effect has been formed.In response to the issues in the performance management of the institute,this study,based on modern performance management theory,proposes the following four strategies and recommendations:(1)Reconstruct the performance indicator system of Design Institute A;(2)Optimize the performance management process,emphasizing the important role of PDCA in the performance management process;(3)Strengthen the process control of performance management,establish a performance assessment group,with key leaders taking the lead in propaganda and implementation,forming an effective supervision and feedback mechanism;(4)Enhance the rational application of performance assessment results.This study hopes to contribute to the design of a reasonable and clear performance management system for Design Institute A through the research on its performance management.It aims to provide a basis for employees’ job promotion,position adjustment,salary adjustment,etc.,enabling employees to clearly understand their capabilities and the company’s true evaluation of them.This will build a formal communication bridge between managers and employees,thereby enhancing the management level of the enterprise and allowing performance management to play a genuine role in the fierce competition among Design Institute A and other design institutes.更多还原