LY公司绩效管理系统的改进
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摘要
现代社会的商业竞争日趋激烈,企业面临着严峻而持久的生存压力,在这种条件下,企业越来越认识到通过改善管理来应对挑战。而管理中的核心问题就是对人的管理,这就使人力资源管理在现代管理者心目中的地位更加重要。而绩效管理又是人力资源管理中的一个核心问题,也是最难的一块,员工对公司绩效管理系统的认可程度普遍较低。虽然目前我国绝大多数企业建立了绩效考核制度,但很多企业为考核而考核,考核形式形同虚设,流于形式。很多企业,特别是一些中小企业对绩效的理解还停留在考核阶段,而没有上升到绩效管理的高度,即企业关注的是员工过去产生的绩效如何,因为考核指标考核的只能是已经发生的事情,而不是考虑现在绩效的状况和以后如何改善和提升绩效,也就是说根本没有把企业的绩效管理与企业的战略及未来的发展相联系起来。
本文通过研究长沙LY公司的案例,利用实证分析,试图以动态战略为导向同时结合企业的发展历程来完善其绩效管理系统,并从案例推广开去,使其对中小企业改善绩效管理系统起到一定的借鉴作用。全文分为五大部分:
第一部分为绪论,主要对选题的背景与意义、国内外研究现状、研究方法、本文研究框架等总括性内容进行介绍,并对企业绩效管理和绩效管理系统等基本概念进行界定。
第二部分介绍与本文研究相关的理论基础,包括战略管理理论,基于战略的绩效管理理论。
第三部分介绍LY公司的发展与战略情况,并根据企业发展历程介绍绩效管理实施的状况,分析公司引进绩效管理系统后所带来的变化和目前绩效管理系统存在的问题与不足。
第四部分也是本文的主体部分,针对LY公司绩效管理系统当前存在的问题,以动态战略为导向,从系统论的角度,对企业绩效管理中的评价主体、评价客体、评价指标、评价标准、评价方法、绩效反馈等因素中存在的问题进行改进,并从绩效计划、绩效实施、绩效评估、绩效反馈这四个方面结合企业的发展历程来完善企业绩效管理系统,同时还用一个具体案例来验证其有效性。
最后,第五部分是结论。在对全文研究总结后提出全文结论,并在此基础上就本选题研究前景和研究局限作进一步归纳,并提出后续研究的问题。
Modern society increasingly fierce competition in the business, enterprises are faced with a severe and prolonged the survival of pressure, in such conditions, more and more enterprises recognize that through improved management to meet the challenge. The management is the core issue in the management of people, which makes human resources management in the eyes of the modern manager position even more important. Performance management and human resources management is a core of the issue, but also the most difficult one, the staff of the Corporate Performance Management System approval generally lower. Although the vast majority of enterprises in China established a performance appraisal system, but many enterprises for examination and assessment, evaluation forms sham, a mere formality. Many enterprises, especially small and medium enterprises is some understanding of the performance evaluation also remain in the stage, and have not risen to a high degree of performance management, which means that enterprises concerned with the past performance of the staff how, as assessment evaluation will be the indicators that have occurred thing, and not now consider the situation and the future performance of how to improve and upgrade the performance, that is to say there is no enterprise performance management and corporate strategy and the future development of the link.
This paper studies the case of the Changsha LY company, using empirical analysis to a dynamic strategy-oriented enterprises at the same time with the course of development to perfect their performance management systems, and from case to promote open to the SMEs to improve their performance management systems play be used for reference. The full text is divided into five parts:
Introduction to the first part, the main topics on the background and significance of the status quo at home and abroad on study methods, this paper umbrella framework for the content, and enterprise performance management and performance management systems, and other basic concepts defined.
On the second part of this paper, and related theoretical basis, including strategic management theory, based on the performance of strategic management theory.
The third part on the development of the LY company and strategic circumstances, and in accordance with the development of performance management process on the implementation of the state of the company after the introduction of a performance management system and the changes brought about by the current performance management systems are the problems and shortcomings.
Part IV is the main part of this paper, against LY corporate performance management system currently existing problems, a dynamic strategy-oriented system from the perspective of the enterprise performance management of the main evaluation, the evaluation object, the evaluation indicators, evaluation criteria, evaluation methods, performance feedback and other factors in the improvement of the existing problems, and from the performance plan, the implementation of performance, performance evaluation, performance feedback these four aspects of the course of development of enterprises to improve enterprise performance management system, at the same time also used a case to verify its effectiveness.
Finally, the fifth part is concluded. Research summarized in the text after text of conclusions, and in this choice on the basis of research on the prospects and limitations for further study into, and made follow-up study.
本文通过研究长沙LY公司的案例,利用实证分析,试图以动态战略为导向同时结合企业的发展历程来完善其绩效管理系统,并从案例推广开去,使其对中小企业改善绩效管理系统起到一定的借鉴作用。全文分为五大部分:
第一部分为绪论,主要对选题的背景与意义、国内外研究现状、研究方法、本文研究框架等总括性内容进行介绍,并对企业绩效管理和绩效管理系统等基本概念进行界定。
第二部分介绍与本文研究相关的理论基础,包括战略管理理论,基于战略的绩效管理理论。
第三部分介绍LY公司的发展与战略情况,并根据企业发展历程介绍绩效管理实施的状况,分析公司引进绩效管理系统后所带来的变化和目前绩效管理系统存在的问题与不足。
第四部分也是本文的主体部分,针对LY公司绩效管理系统当前存在的问题,以动态战略为导向,从系统论的角度,对企业绩效管理中的评价主体、评价客体、评价指标、评价标准、评价方法、绩效反馈等因素中存在的问题进行改进,并从绩效计划、绩效实施、绩效评估、绩效反馈这四个方面结合企业的发展历程来完善企业绩效管理系统,同时还用一个具体案例来验证其有效性。
最后,第五部分是结论。在对全文研究总结后提出全文结论,并在此基础上就本选题研究前景和研究局限作进一步归纳,并提出后续研究的问题。
Modern society increasingly fierce competition in the business, enterprises are faced with a severe and prolonged the survival of pressure, in such conditions, more and more enterprises recognize that through improved management to meet the challenge. The management is the core issue in the management of people, which makes human resources management in the eyes of the modern manager position even more important. Performance management and human resources management is a core of the issue, but also the most difficult one, the staff of the Corporate Performance Management System approval generally lower. Although the vast majority of enterprises in China established a performance appraisal system, but many enterprises for examination and assessment, evaluation forms sham, a mere formality. Many enterprises, especially small and medium enterprises is some understanding of the performance evaluation also remain in the stage, and have not risen to a high degree of performance management, which means that enterprises concerned with the past performance of the staff how, as assessment evaluation will be the indicators that have occurred thing, and not now consider the situation and the future performance of how to improve and upgrade the performance, that is to say there is no enterprise performance management and corporate strategy and the future development of the link.
This paper studies the case of the Changsha LY company, using empirical analysis to a dynamic strategy-oriented enterprises at the same time with the course of development to perfect their performance management systems, and from case to promote open to the SMEs to improve their performance management systems play be used for reference. The full text is divided into five parts:
Introduction to the first part, the main topics on the background and significance of the status quo at home and abroad on study methods, this paper umbrella framework for the content, and enterprise performance management and performance management systems, and other basic concepts defined.
On the second part of this paper, and related theoretical basis, including strategic management theory, based on the performance of strategic management theory.
The third part on the development of the LY company and strategic circumstances, and in accordance with the development of performance management process on the implementation of the state of the company after the introduction of a performance management system and the changes brought about by the current performance management systems are the problems and shortcomings.
Part IV is the main part of this paper, against LY corporate performance management system currently existing problems, a dynamic strategy-oriented system from the perspective of the enterprise performance management of the main evaluation, the evaluation object, the evaluation indicators, evaluation criteria, evaluation methods, performance feedback and other factors in the improvement of the existing problems, and from the performance plan, the implementation of performance, performance evaluation, performance feedback these four aspects of the course of development of enterprises to improve enterprise performance management system, at the same time also used a case to verify its effectiveness.
Finally, the fifth part is concluded. Research summarized in the text after text of conclusions, and in this choice on the basis of research on the prospects and limitations for further study into, and made follow-up study.
引文
[1]胡晓娣,中小企业绩效管理系统的导入条件探析,商场现代化,2006年8月(下旬刊)总第477期:22-23
[1]迈克尔·阿姆斯特朗著,张晓萍、何昌邑等译:战略化人力资源基础[M],华夏出版社,2004年版:20-21
[1]王怀明编著:绩效管理[M],山东人民出版社,2004年版:3-4
[1]郑晓明,人力资源管理导论,机械工业出版社(第二版)2005年版:3
[1]罗伯特·卡普兰、大卫·诺顿著,刘俊勇、孙薇译:平衡计分卡--化战略为行动,广东经济出版社,2004年6月版:77-78
[1]安迪·尼利、克里斯·亚当斯、迈克·肯尼尔利:战略绩效管理--超越平衡计分卡,电子工业出版社,2004年4月:45-46
[1]魏钧:绩效指标设计方法[M],北京:北京大学出版社,2006年版:67-69
[1]亚瑟·W·小舍曼等:人力资源管理[M],东北财经大学出版社,2001:103-104
[1]彭连会:企业员工关键绩效指标的权重研究,煤矿机械,2006年第27卷第7期:23-25
[1]李双杰:《企业绩效评估与效率分析》[M],中国社会科学出版社,2005:66-67
[1]胡晓娣.中小企业绩效管理系统的导入条件探析.商场现代化[J],2006,8(477):22-23
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[4]郑晓明.人力资源管理导论[M].第二版.北京:机械工业出版社,2005:2-3
[5]罗伯特·卡普兰,大卫·诺顿著,刘俊勇,孙薇译.平衡计分卡--化战略为行动[M].广州:广东经济出版社,2004:77-78
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[7]亚瑟·W·小舍曼等.人力资源管理[M].辽宁:东北财经大学出版社,2001:103-104
[8]彭连会.企业员工关键绩效指标的权重研究.煤矿机械[J].2006,7(27):23-24
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[11]约瑟夫·J·马尔托奇奧.战略薪酬[M].北京:社会科学文献出版社,2002:45-47
[12]魏钧.绩效指标设计方法[M].北京:北京大学出版社,2006:31-34
[13]鲁百年编著.全面企业绩效管理[M].北京:北京大学出版社,2006:88-89
[14]林俊杰.平衡计分卡--导向战略管理[M].北京:华夏出版社,2003:121-123
[15]迈克尔·波特著.竞争战略[M].北京:华夏出版社,1997:43
[16]加里·德斯勒.人力资源管理[M].第9版.北京:中国人民大学出版社,2003:67-68
[17]Brian E.Becker,Mark A.Huselid,Dave Ulrich,郑晓明译.人力资源计分卡[M].北京:机械工业出版社,2003:124-125
[18]姜定维,蔡巍著.“平衡计分”保证发展[M].北京:北京大学出版社,2004:78-79
[19]冯侠圣.绩效系统的原理·应用·案例[M].广州:南方日报出版社,2003:56-57
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[1]迈克尔·阿姆斯特朗著,张晓萍、何昌邑等译:战略化人力资源基础[M],华夏出版社,2004年版:20-21
[1]王怀明编著:绩效管理[M],山东人民出版社,2004年版:3-4
[1]郑晓明,人力资源管理导论,机械工业出版社(第二版)2005年版:3
[1]罗伯特·卡普兰、大卫·诺顿著,刘俊勇、孙薇译:平衡计分卡--化战略为行动,广东经济出版社,2004年6月版:77-78
[1]安迪·尼利、克里斯·亚当斯、迈克·肯尼尔利:战略绩效管理--超越平衡计分卡,电子工业出版社,2004年4月:45-46
[1]魏钧:绩效指标设计方法[M],北京:北京大学出版社,2006年版:67-69
[1]亚瑟·W·小舍曼等:人力资源管理[M],东北财经大学出版社,2001:103-104
[1]彭连会:企业员工关键绩效指标的权重研究,煤矿机械,2006年第27卷第7期:23-25
[1]李双杰:《企业绩效评估与效率分析》[M],中国社会科学出版社,2005:66-67
[1]胡晓娣.中小企业绩效管理系统的导入条件探析.商场现代化[J],2006,8(477):22-23
[2]迈克尔·阿姆斯特朗著,张晓萍、何昌邑等译.战略化人力资源基础[M].北京:华夏出版社,2004:20-21
[3]王怀明编著.绩效管理[M].济南:山东人民出版社,2004:3-4
[4]郑晓明.人力资源管理导论[M].第二版.北京:机械工业出版社,2005:2-3
[5]罗伯特·卡普兰,大卫·诺顿著,刘俊勇,孙薇译.平衡计分卡--化战略为行动[M].广州:广东经济出版社,2004:77-78
[6]安迪·尼利,克里斯·亚当斯,迈克·肯尼尔利.战略绩效管理--超越平衡计分卡[M].北京:电子工业出版社,2004:45-46
[7]亚瑟·W·小舍曼等.人力资源管理[M].辽宁:东北财经大学出版社,2001:103-104
[8]彭连会.企业员工关键绩效指标的权重研究.煤矿机械[J].2006,7(27):23-24
[9]李双杰.企业绩效评估与效率分析[M].北京:中国社会科学出版社,2005:66-67
[10]迈克尔·阿姆斯特朗著,张晓萍,何昌邑等译.战略化人力资源方法[M].北京:华夏出版社,2004:23
[11]约瑟夫·J·马尔托奇奧.战略薪酬[M].北京:社会科学文献出版社,2002:45-47
[12]魏钧.绩效指标设计方法[M].北京:北京大学出版社,2006:31-34
[13]鲁百年编著.全面企业绩效管理[M].北京:北京大学出版社,2006:88-89
[14]林俊杰.平衡计分卡--导向战略管理[M].北京:华夏出版社,2003:121-123
[15]迈克尔·波特著.竞争战略[M].北京:华夏出版社,1997:43
[16]加里·德斯勒.人力资源管理[M].第9版.北京:中国人民大学出版社,2003:67-68
[17]Brian E.Becker,Mark A.Huselid,Dave Ulrich,郑晓明译.人力资源计分卡[M].北京:机械工业出版社,2003:124-125
[18]姜定维,蔡巍著.“平衡计分”保证发展[M].北京:北京大学出版社,2004:78-79
[19]冯侠圣.绩效系统的原理·应用·案例[M].广州:南方日报出版社,2003:56-57
[20]武欣.绩效管理实务手册[M].北京:机械工业出版社,2001:82
[21]赵署明.人力资源管理[M].南京:南京大学出版社,2004:12-13
[22]刘昕.薪酬管理[M].北京:中国人民大学出版社,2002:56-63
[23]Harper Judith.Measuring Business Performance:A Manager Guide[M].Gower Publishing Company Limited,2002:65-67
[24]斯蒂芬.P.罗宾斯.组织行为学[M].第10版.北京:中国人民大学出版社,2003:67-68
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