对KMZ公司的员工绩效管理的研究
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摘要
人类社会已经进入知识经济时代,日益加快的经济全球化进程和彻底改变人们沟通及商务模式的互联网正在把各行各业推向更严酷的国际化竞争大潮中。在这种大格局下企业要赢得市场、保持其竞争力特别是核心竞争力必须更加有效地拥有和使用各种资源。
人力资源正是使自己在与对手的竞争中获得相对优势的一个最重要的资源。
知识是由人来创造、运用和发展的。人才是社会经济发展的生命线。人力资源战略已成为企业发展的第一战略,而绩效管理是人力资源管理的核心。员工的绩效管理不仅与每个人的切身利益相关还关系着人的情感,是人力资源管理中最敏感的环节之一;绩效管理对企业而言针对性很强,具体操作的要求很高。它既有普遍的共性又有很多个性的要求。
本文对员工绩效管理的基本方法、先进企业的经验做法进行了介绍,并对未来发展趋势进行了预测。在此基础上,以KMZ公司为案例,对公司绩效管理的背景和现状进行了深入浅出的分析,确定所存在的主要问题,深入分析之后找出症结,并结合KMZ公司高新技术企业的实际,提出了一些良好的对策和建议,目的在于解决其绩效管理中的问题,提高组织的绩效,并最终提升企业的核心竞争力。
The Community has already entered an era of knowledge-based economy. Increasingly quickened economy globalization and computer internet that has fundamentally changed the Commodity model is now pushing the whole range of business to face ever rigorous international competition tide. Under such environment, enterprises must own and best utilize various kinds of resources to make sure it win the market, kept its competitiveness especially core competitiveness. Human resource is the most important resource for the enterprises to gain comparative advantage in the competition.
In a new, diversified and dynamic environment, enterprises in order to find their positions, grow to be excellent business and last the excellence for ever have to continuously utilize all kinds of resources. People’s quality is the most important resources that can enable the enterprise to acquire competitive advantages. This Text makes analysis by following the logic that the era is in need of high-technology enterprises, high-technology enterprises are in need of the talented people and the talented people are in need of optimum employee performance management and then reaches the view point that employee performance management is the most key factor to ensure enterprises maintain its core competitive edges.
Knowledge is created, applied and developed by people. The talented people is the lift line of the economical society’s development. Human resource strategy has already become the number one strategy of the whole business, and performance management is the core of the human resource management. Employees performance management is not only related to everybody’s benefits but also involve people’s emotion therefore it is the one of the most sensitive chain to handle in the overall human resource activities. Performance management is highly specific to individual enterprises so the concrete operation requests high standards. It has both common features and many specific characteristics.
On the basis of an introduction to general employee performance management system, good approaches in the advanced enterprise and a forecast to future trend, the author picks KMZ company as a study case to makes in-depth analysis on KMZ company’s employee performance management taking account of the business background and the existing situation. This Text analyzes disclosed problems, in combination with the nature of high-technology of KMZ Company, the author raised many good measures and suggestions with the purpose to solve those problems in existence in performance management. In this way to improve the organization’s performance and eventually increase the enterprises core competitive edge.
人力资源正是使自己在与对手的竞争中获得相对优势的一个最重要的资源。
知识是由人来创造、运用和发展的。人才是社会经济发展的生命线。人力资源战略已成为企业发展的第一战略,而绩效管理是人力资源管理的核心。员工的绩效管理不仅与每个人的切身利益相关还关系着人的情感,是人力资源管理中最敏感的环节之一;绩效管理对企业而言针对性很强,具体操作的要求很高。它既有普遍的共性又有很多个性的要求。
本文对员工绩效管理的基本方法、先进企业的经验做法进行了介绍,并对未来发展趋势进行了预测。在此基础上,以KMZ公司为案例,对公司绩效管理的背景和现状进行了深入浅出的分析,确定所存在的主要问题,深入分析之后找出症结,并结合KMZ公司高新技术企业的实际,提出了一些良好的对策和建议,目的在于解决其绩效管理中的问题,提高组织的绩效,并最终提升企业的核心竞争力。
The Community has already entered an era of knowledge-based economy. Increasingly quickened economy globalization and computer internet that has fundamentally changed the Commodity model is now pushing the whole range of business to face ever rigorous international competition tide. Under such environment, enterprises must own and best utilize various kinds of resources to make sure it win the market, kept its competitiveness especially core competitiveness. Human resource is the most important resource for the enterprises to gain comparative advantage in the competition.
In a new, diversified and dynamic environment, enterprises in order to find their positions, grow to be excellent business and last the excellence for ever have to continuously utilize all kinds of resources. People’s quality is the most important resources that can enable the enterprise to acquire competitive advantages. This Text makes analysis by following the logic that the era is in need of high-technology enterprises, high-technology enterprises are in need of the talented people and the talented people are in need of optimum employee performance management and then reaches the view point that employee performance management is the most key factor to ensure enterprises maintain its core competitive edges.
Knowledge is created, applied and developed by people. The talented people is the lift line of the economical society’s development. Human resource strategy has already become the number one strategy of the whole business, and performance management is the core of the human resource management. Employees performance management is not only related to everybody’s benefits but also involve people’s emotion therefore it is the one of the most sensitive chain to handle in the overall human resource activities. Performance management is highly specific to individual enterprises so the concrete operation requests high standards. It has both common features and many specific characteristics.
On the basis of an introduction to general employee performance management system, good approaches in the advanced enterprise and a forecast to future trend, the author picks KMZ company as a study case to makes in-depth analysis on KMZ company’s employee performance management taking account of the business background and the existing situation. This Text analyzes disclosed problems, in combination with the nature of high-technology of KMZ Company, the author raised many good measures and suggestions with the purpose to solve those problems in existence in performance management. In this way to improve the organization’s performance and eventually increase the enterprises core competitive edge.
引文
[1]、无锡外商企业投资协会主编,《外企动态》期刊,2008 年第 2 期
[2]、周华明,《成本创新-现代企业管理创新新视点》,同济大学出版社,2001 年
[3]、张德主编,《人力资源开发与管理》(第二版),清华大学出版社,2001 年
[4]、威廉白翰姆 (William C. Byham), 《培养接班人》,DDI 美国智睿咨询有限公司2006 年目标选才专题培训课件
[5]、孙永正等编著,《管理学》,清华大学出版社,2003 年 8 月第一版
[6]、刘进才,《人力资源开发与管理》,苏州大学出版社,2006 年
[7]、中国价值网 http://www.chinavalue.net 人力资源
[8]、林泽炎,《转型中国企业绩效管理理论、制度设计与实施》,2004 年
[9]、张建卫、刘玉新,《商业经济与管理》,2006 年
[10]、约翰.科特《与约翰.科特对话》第 30 页
[11]、《世界经理人》Executive’s digest Ltd. 出版社,2008 年
[12]、无锡市市长毛小平在全市经济国际化会议上的讲话 2008 年 2 月 28 日
[13]、盖勇主编、王怀明编著《绩效管理》,山东人民出版社,2004 年
[14]、2007 年牛津管理评论
[15]、张义军策划、刘颖、杨文堂编著《绩效考核制度与设计》,中国经济出版社
[16]、林泽炎主编、《执行绩效管理》,中国发展出版社,2008 年
[17]、北方网 3 月 10 日
[18]、夏余才,新华网,2008 年 3 月 11 日
[19]、林泽炎,《IT 经理世界》,2003 年第 7 期
[20]、陈一星,《组织行为学》课件,2006 年
[21]、David Chang, ,“创新群落” 《环球企业家》,中国作家出版集团,2008 年第 3-4 期
[22]、麦迪著,《这种事不必老板交代》,中国商业出版社,2003 年 11 月第一版
[2]、周华明,《成本创新-现代企业管理创新新视点》,同济大学出版社,2001 年
[3]、张德主编,《人力资源开发与管理》(第二版),清华大学出版社,2001 年
[4]、威廉白翰姆 (William C. Byham), 《培养接班人》,DDI 美国智睿咨询有限公司2006 年目标选才专题培训课件
[5]、孙永正等编著,《管理学》,清华大学出版社,2003 年 8 月第一版
[6]、刘进才,《人力资源开发与管理》,苏州大学出版社,2006 年
[7]、中国价值网 http://www.chinavalue.net 人力资源
[8]、林泽炎,《转型中国企业绩效管理理论、制度设计与实施》,2004 年
[9]、张建卫、刘玉新,《商业经济与管理》,2006 年
[10]、约翰.科特《与约翰.科特对话》第 30 页
[11]、《世界经理人》Executive’s digest Ltd. 出版社,2008 年
[12]、无锡市市长毛小平在全市经济国际化会议上的讲话 2008 年 2 月 28 日
[13]、盖勇主编、王怀明编著《绩效管理》,山东人民出版社,2004 年
[14]、2007 年牛津管理评论
[15]、张义军策划、刘颖、杨文堂编著《绩效考核制度与设计》,中国经济出版社
[16]、林泽炎主编、《执行绩效管理》,中国发展出版社,2008 年
[17]、北方网 3 月 10 日
[18]、夏余才,新华网,2008 年 3 月 11 日
[19]、林泽炎,《IT 经理世界》,2003 年第 7 期
[20]、陈一星,《组织行为学》课件,2006 年
[21]、David Chang, ,“创新群落” 《环球企业家》,中国作家出版集团,2008 年第 3-4 期
[22]、麦迪著,《这种事不必老板交代》,中国商业出版社,2003 年 11 月第一版