B企业绩效管理体系研究
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摘要
随着经济形势和整体白酒行业的走势变化,现代白酒企业也越来越向市场化、知识化、信息化发展了。在现代白酒企业面临的竞争与挑战不断加剧的情况下,提升企业内部管理水平,提高员工积极性和工作绩效,成为大多数白酒企业所关注和紧迫解决的课题,科学有效的绩效管理体系的建构或改善理所当然地成为这一课题的核心。
B企业是一家以经营自酿纯粮大包装酒及特色滋补酒为主,产供销一体化的全国性白酒制造企业。企业自1997年成立以来,在人员数量上有了大幅度的增加,在管理工具、管理方法上也经历了多次变革,在大包装白酒市场的浪潮中一直保持着行业第一的龙头企业形象,截止2009年,企业的发展受到了多方的冲击,经营业绩也有所下降,管理大师彼得.德鲁克说过：“经济绩效是企业管理的首要职能,在制定任何决策、采取任何行动时,管理层必须把经济绩效放在首位。”①管理者经过反思,认为内部管理体系的变革势在必行。绩效管理是内部管理体系的重中之重,所以,绩效管理体系的变革也理所当然的放在了内部管理体系变革的首位。
本研究以B企业为对象,对其绩效管理存在的问题进行诊断研究,在此基础上建构适应该企业实际的绩效管理体系,选题针对企业人力资源管理的热点问题,反映管理实践需求,具有重要的实践意义。
本论文所采用的主要研究方法是定性和定量相结合的方法。其中定性分析主要是依据演绎法,即以理论指导实践。在对现代企业绩效管理的现状及发展趋势研究,与关键业绩考核指标体系和平衡记分卡等先进的绩效管理思想研习,在科学理论的指导下,结合B企业的实际情况,选择确定适合B企业的绩效管理模式,进而制订出具体的绩效管理体系解决方案。而在分析B企业现状和确定绩效管理方案详细考核指标数据、权重的时候,采用了定量分析的方法。软性和刚性相结合以使论文有理有据。
通过本论文的研究,致力于阐述和解决B企业的现状和目标达成要求；选择合适B企业的绩效管理模式,通过系列思考将方案落到实处,随着方案的实施不断改善这一管理体系,以期通过对这些方面的研究促进B企业健康、稳定发展。
研究得到以下结论：绩效管理体系必须与企业发展战略保持一致,必须贴近和满足业务发展需要,符合员工的发展愿望。这对于提高绩效管理工作在企业中的地位和价值,对于绩效管理本身的创新均有着积极的作用。本研究所建构的绩效管理体系对于B企业具有重要的实用价值。
With the economic situation and the overall trend of changes in liquor-making industry, Liquor companies are more and more trend to the modern market-oriented、knowledge and information. When the modern wine enterprises are facing increasing competition and the challenges, By upgrading the level of internal management, improving employee motivation and job performance, is most of the liquor businesses concern and urgent issues to resolve. Scientific and effective performance management system in construction or improvement should be viewed as the core of this topic.
Company B,Since its founded in 1997, has experienced a number of changes in the number of personnel, management tools and management methods.The industry has maintained a leading enterprise image.By 2009, The development of enterprises has declined.The great Management guru Peter. Luke said that economic performance is the primary function of corporate governance. In the formulation of any decision-making, to take any action, management must give top priority to economic performance. After deep thinking, the manager agrees that changes in the internal management system is imperative. Performance management is the top priority of the internal management system.
Here targeting Company B's performance to diagnose problems in the management study. On this basis, the actual construction to adapt to the enterprise performance management system. For it is good for the company B's internal process reengineering and internal management system, in a scientific, health-oriented way. At the same time,it also has practical significance for other private SMEs' changing the internal management system.
In this paper, the main research method used is a combination of qualitative and quantitative methods. Qualitative analysis which is mainly based on interpretation of law, that is theory into practice. Based on the modern enterprise performance management, the status quo and development trend of research, evaluation and Key Performance Indicator system and the Balanced Scorecard performance management ideas and advanced studies, under the guidance of scientific theory, combined with Company B's actual situation to make a suitable plan for this company. While In the analysis of B's status and business performance management solutions, also using quantitative analysis method. Combination of soft and rigid to make the paper well-founded.
Through the study of this paper,aimed to solve company B's problems and achieve its objects. Selecting the appropriate corporate performance management for B. Implement the program through a series of thought, with the implementation of the program continue to improve the management system, by all these to make Company B progress quickly.
Research was supported by the following conclusions:Performance management system must be consistent with the strategy of the business development, must be close and to meet business development needs, meet the development aspirations of staff. This is very important both in improving performance management in the enterprise status and self value innovation.The paper has a practical value for building enterprise performance management system for company B.
This paper also can be helpful in some small wine enterprises.
B企业是一家以经营自酿纯粮大包装酒及特色滋补酒为主,产供销一体化的全国性白酒制造企业。企业自1997年成立以来,在人员数量上有了大幅度的增加,在管理工具、管理方法上也经历了多次变革,在大包装白酒市场的浪潮中一直保持着行业第一的龙头企业形象,截止2009年,企业的发展受到了多方的冲击,经营业绩也有所下降,管理大师彼得.德鲁克说过：“经济绩效是企业管理的首要职能,在制定任何决策、采取任何行动时,管理层必须把经济绩效放在首位。”①管理者经过反思,认为内部管理体系的变革势在必行。绩效管理是内部管理体系的重中之重,所以,绩效管理体系的变革也理所当然的放在了内部管理体系变革的首位。
本研究以B企业为对象,对其绩效管理存在的问题进行诊断研究,在此基础上建构适应该企业实际的绩效管理体系,选题针对企业人力资源管理的热点问题,反映管理实践需求,具有重要的实践意义。
本论文所采用的主要研究方法是定性和定量相结合的方法。其中定性分析主要是依据演绎法,即以理论指导实践。在对现代企业绩效管理的现状及发展趋势研究,与关键业绩考核指标体系和平衡记分卡等先进的绩效管理思想研习,在科学理论的指导下,结合B企业的实际情况,选择确定适合B企业的绩效管理模式,进而制订出具体的绩效管理体系解决方案。而在分析B企业现状和确定绩效管理方案详细考核指标数据、权重的时候,采用了定量分析的方法。软性和刚性相结合以使论文有理有据。
通过本论文的研究,致力于阐述和解决B企业的现状和目标达成要求；选择合适B企业的绩效管理模式,通过系列思考将方案落到实处,随着方案的实施不断改善这一管理体系,以期通过对这些方面的研究促进B企业健康、稳定发展。
研究得到以下结论：绩效管理体系必须与企业发展战略保持一致,必须贴近和满足业务发展需要,符合员工的发展愿望。这对于提高绩效管理工作在企业中的地位和价值,对于绩效管理本身的创新均有着积极的作用。本研究所建构的绩效管理体系对于B企业具有重要的实用价值。
With the economic situation and the overall trend of changes in liquor-making industry, Liquor companies are more and more trend to the modern market-oriented、knowledge and information. When the modern wine enterprises are facing increasing competition and the challenges, By upgrading the level of internal management, improving employee motivation and job performance, is most of the liquor businesses concern and urgent issues to resolve. Scientific and effective performance management system in construction or improvement should be viewed as the core of this topic.
Company B,Since its founded in 1997, has experienced a number of changes in the number of personnel, management tools and management methods.The industry has maintained a leading enterprise image.By 2009, The development of enterprises has declined.The great Management guru Peter. Luke said that economic performance is the primary function of corporate governance. In the formulation of any decision-making, to take any action, management must give top priority to economic performance. After deep thinking, the manager agrees that changes in the internal management system is imperative. Performance management is the top priority of the internal management system.
Here targeting Company B's performance to diagnose problems in the management study. On this basis, the actual construction to adapt to the enterprise performance management system. For it is good for the company B's internal process reengineering and internal management system, in a scientific, health-oriented way. At the same time,it also has practical significance for other private SMEs' changing the internal management system.
In this paper, the main research method used is a combination of qualitative and quantitative methods. Qualitative analysis which is mainly based on interpretation of law, that is theory into practice. Based on the modern enterprise performance management, the status quo and development trend of research, evaluation and Key Performance Indicator system and the Balanced Scorecard performance management ideas and advanced studies, under the guidance of scientific theory, combined with Company B's actual situation to make a suitable plan for this company. While In the analysis of B's status and business performance management solutions, also using quantitative analysis method. Combination of soft and rigid to make the paper well-founded.
Through the study of this paper,aimed to solve company B's problems and achieve its objects. Selecting the appropriate corporate performance management for B. Implement the program through a series of thought, with the implementation of the program continue to improve the management system, by all these to make Company B progress quickly.
Research was supported by the following conclusions:Performance management system must be consistent with the strategy of the business development, must be close and to meet business development needs, meet the development aspirations of staff. This is very important both in improving performance management in the enterprise status and self value innovation.The paper has a practical value for building enterprise performance management system for company B.
This paper also can be helpful in some small wine enterprises.
引文
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①高粱,基于层次分析法的绩效评估权重设计,2007
①陈凌芹,绩效管理,中国纺织出版社,2004
②王怀明,绩效管理,山东人民出版社,2004
①杜映梅,绩效管理,对外经济贸易大学出版社,2003
②陈凌芹,绩效管理,中国纺织出版社,2004
③王益明,人力资源管理,山东人民出版社,2002
④王怀明,绩效管理,山东人民出版社,2004
①杜映梅,绩效管理,对外经济贸易大学出版社,2003
②赫尔曼·阿吉斯,绩效管理,哈尔滨出版社,2008
③王怀明,绩效管理,山东人民出版社,2004
①王益明,人力资源管理,山东人民出版社,2002
②陈凌芹,绩效管理,中国纺织出版社,2004
③谌新民 武志鸿,绩效考评方法,广东经济出版社,2002
④杜映梅,绩效管理,对外经济贸易大学出版社,2003
⑤王怀明,绩效管理,山东人民出版社,2004
①王怀明,绩效管理,山东人民出版社,2004
②杜映梅,绩效管理,对外经济贸易大学出版社,2003
①杜映梅,绩效管理,对外经济贸易大学出版社,2003
②杜映梅,绩效管理,对外经济贸易大学出版社,2003
③王怀明,绩效管理,山东人民出版社,2004
①柴磊李江宁,当代企业人力资源管理方略,黄河出版社,2005
②杜映梅,绩效管理,对外经济贸易大学出版社,2003
①柴磊李江宁.当代企业人力资源管理方略.2005.P154
①王益明,人力资源管理,山东人民出版社,2002
①王益明,人力资源管理,山东人民出版社,2002
①柴磊李江宁,当代企业人力资源管理方略,黄河出版社,2005
①彭剑锋,KPI指标与绩效管理,2007
①百朗教育李涛,战略性人力资源管理,2010.2
①王怀明,绩效管理,山东人民出版社,2004
②王益明,人力资源管理,山东人民出版社,2002
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①高粱,基于层次分析法的绩效评估权重设计,2007
①陈凌芹,绩效管理,中国纺织出版社,2004
②王怀明,绩效管理,山东人民出版社,2004
①杜映梅,绩效管理,对外经济贸易大学出版社,2003
②陈凌芹,绩效管理,中国纺织出版社,2004
③王益明,人力资源管理,山东人民出版社,2002
④王怀明,绩效管理,山东人民出版社,2004
①杜映梅,绩效管理,对外经济贸易大学出版社,2003
②赫尔曼·阿吉斯,绩效管理,哈尔滨出版社,2008
③王怀明,绩效管理,山东人民出版社,2004
①王益明,人力资源管理,山东人民出版社,2002
②陈凌芹,绩效管理,中国纺织出版社,2004
③谌新民 武志鸿,绩效考评方法,广东经济出版社,2002
④杜映梅,绩效管理,对外经济贸易大学出版社,2003
⑤王怀明,绩效管理,山东人民出版社,2004
①王怀明,绩效管理,山东人民出版社,2004
②杜映梅,绩效管理,对外经济贸易大学出版社,2003
①杜映梅,绩效管理,对外经济贸易大学出版社,2003
②杜映梅,绩效管理,对外经济贸易大学出版社,2003
③王怀明,绩效管理,山东人民出版社,2004
①柴磊李江宁,当代企业人力资源管理方略,黄河出版社,2005
②杜映梅,绩效管理,对外经济贸易大学出版社,2003
①柴磊李江宁.当代企业人力资源管理方略.2005.P154
①王益明,人力资源管理,山东人民出版社,2002
①王益明,人力资源管理,山东人民出版社,2002
①柴磊李江宁,当代企业人力资源管理方略,黄河出版社,2005
①彭剑锋,KPI指标与绩效管理,2007
①百朗教育李涛,战略性人力资源管理,2010.2
①王怀明,绩效管理,山东人民出版社,2004
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