中联重科绩效管理体系优化研究
摘要
本文通过对中联重科薪酬与绩效管理现状进行调研分析,结合工程机械行业主要厂家绩效管理现状,有针对性的对中联重科的薪酬与绩效管理体系存在的问题进行深度分析,运用绩效管理的基本原理与主要方法,包括KPI关键指标法、平衡记分法、360度绩效考核法、等级评定法、强制分步法等,对中联重科的绩效管理体系进行优化。
优化后的薪酬与绩效管理体系考虑了我国工程机械主要厂家、湖南省与长沙市职工收入水平,为每一位员工制定有效的薪酬职层与绩效目标,使战略、职位与人合为一体,通过绩效目标的制定使公司的战略目标层层传递;增强了效益观念,突出绩效导向,确认员工的工作成就,改进员工的工作方式,调动员工的积极性,提高公司的工作效率和经营效益;强调绩效反馈面谈与绩效应用,绩效考核结果的应用作为调动员工工作积极性的重要手段,绩效考核结果除了奖励和惩罚等管理用途外,还应用在改进工作绩效、薪酬奖金的分配、职务调整和是否继续留用、培训与再教育、员工职业规划发展等方面。
优化后的薪酬与绩效管理体系的试行、改进和完善,该体系已得到部门及员工的认可,增强了企业人才引进的吸引力与竞争力,提高了部门及员工的执行力,创建了一个公平、公正、公开的工作氛围,大大促进了部门工作效率的提高,形成了具有中联特色的绩效管理文化。
In this thesis, we have investigated the system of performance and salary management of Zoomlion and considered the condition of other main engineering machine companies. And we have deeply analyzed the problem to the system. Using the basic principles of performance management and the main methods, such as KPI, Balanced Scorecard, 360-Degree Performance Feedback, Grading Evaluation, and Mandatory Points footwork, we refined the system of performance and salary management of Zoomlion.
We have considered the condition of other main engineering machine companies, and considered the income level of officers and workers in Changsha, Hunan in the new system. We have drawn up the valid salary structure and performance targets for each employee to make strategy, post matched and person for the integral whole and to make the strategic target of company delivered. The new system is made, strengthening performance idea, outstanded performance direction, confirmed the employee's achievement, improved the employee's work method, transferred the employee's aggressive, raised work efficiency and management performances of our company. The new system of performance and salary management emphasizes performance feedback talks and its application, which is an important means to transfer employee work aggressive, representing the principle of encouraging the forerunner and urging the juniors. In addition to reward and punishment, the performance result still apply in the aspects of improving the performance, distributing the cash award, adjusting the position, deciding whether continue to stay to use, train and educate again, and the occupation programming develop of employee and so on.
By trying refining and improving, this system has already got the approbation of section and employee. It has strengthened attraction and competition abilities of our enterprise that talented person rusher in, raised the execution of section and employee, established an open, fair and just atmosphere, promoted section work efficiency consumedly, and come to have performance management features of Zoomlion management culture.
优化后的薪酬与绩效管理体系考虑了我国工程机械主要厂家、湖南省与长沙市职工收入水平,为每一位员工制定有效的薪酬职层与绩效目标,使战略、职位与人合为一体,通过绩效目标的制定使公司的战略目标层层传递;增强了效益观念,突出绩效导向,确认员工的工作成就,改进员工的工作方式,调动员工的积极性,提高公司的工作效率和经营效益;强调绩效反馈面谈与绩效应用,绩效考核结果的应用作为调动员工工作积极性的重要手段,绩效考核结果除了奖励和惩罚等管理用途外,还应用在改进工作绩效、薪酬奖金的分配、职务调整和是否继续留用、培训与再教育、员工职业规划发展等方面。
优化后的薪酬与绩效管理体系的试行、改进和完善,该体系已得到部门及员工的认可,增强了企业人才引进的吸引力与竞争力,提高了部门及员工的执行力,创建了一个公平、公正、公开的工作氛围,大大促进了部门工作效率的提高,形成了具有中联特色的绩效管理文化。
In this thesis, we have investigated the system of performance and salary management of Zoomlion and considered the condition of other main engineering machine companies. And we have deeply analyzed the problem to the system. Using the basic principles of performance management and the main methods, such as KPI, Balanced Scorecard, 360-Degree Performance Feedback, Grading Evaluation, and Mandatory Points footwork, we refined the system of performance and salary management of Zoomlion.
We have considered the condition of other main engineering machine companies, and considered the income level of officers and workers in Changsha, Hunan in the new system. We have drawn up the valid salary structure and performance targets for each employee to make strategy, post matched and person for the integral whole and to make the strategic target of company delivered. The new system is made, strengthening performance idea, outstanded performance direction, confirmed the employee's achievement, improved the employee's work method, transferred the employee's aggressive, raised work efficiency and management performances of our company. The new system of performance and salary management emphasizes performance feedback talks and its application, which is an important means to transfer employee work aggressive, representing the principle of encouraging the forerunner and urging the juniors. In addition to reward and punishment, the performance result still apply in the aspects of improving the performance, distributing the cash award, adjusting the position, deciding whether continue to stay to use, train and educate again, and the occupation programming develop of employee and so on.
By trying refining and improving, this system has already got the approbation of section and employee. It has strengthened attraction and competition abilities of our enterprise that talented person rusher in, raised the execution of section and employee, established an open, fair and just atmosphere, promoted section work efficiency consumedly, and come to have performance management features of Zoomlion management culture.
引文
[1]彼得.德鲁克.管理的实践[M].北京:工人出版社,1989
[2]Paik Y,Vance C,Stage HD,A test of assumed duster homogeneity for Performance management in four Southeast Asian countries.International Journal of Human appraisal Resource Management,2000.4
[3]Saaty T L.New York:The Analytic Hierarchy Process.New York:Mc;Graw-Hill International Book Company,1980
[4]James A.Brickley,Clifford W.Smith,Jr.,Jerold L.Zimmerman.Managerial Economics and Organizational Architecture:Second Edition.北京:清华大学出版社,2001.9
[5]钱振波.人力资源管理[M].北京:清华大学出版社,2004.
[6]王先玉、王建业、邓少华著.现代企业人力资源管理学[M].北京:经济科学出版社,2003.
[7]龚晓璐、黄锐主编.人力资源管理体系专业设计[M].北京:电子工业出版社,2004。
[8]杨东龙.如何考核员工绩效.北京:中国经济出版社,2001.2.
[9]赵曙明.中国企业集团人力资源管理战略研究[M].南京:南京大学出版社,2002
[10]武欣编著.绩效管理的培训[M].北京:机械工业出版社,2001.
[11]张德主编.人力资源开发与管理[M].北京:清华大学出版社,2003.
[12]佘慧景.中国式绩效管理[J].人力资源开发与管理,2006(1),34-35.
[13]王雁飞、朱瑜.绩效与薪酬管理实务[M].北京:中国纺织出版社,2005.
[14]鲁百年.全面企业绩效管理[M].北京:北京大学出版社,2006.
[15]丁志达.绩效考核的偏误缺失与因应对策[J].经济管理文摘,2005(11),14-15.
[16]李方晖、孙细明.绩效考评中的公司政治[J].企业改革与管理,2006(4),50-51.
[17]叶旭方.在绩效考核方案推进中有效说服员工[J].人力资源开发与管理,2006(1),43-44.
[18]季龑.企业绩效考核九大误区[J].经济师,2005(2),277-77.
[19]刘扬.企业绩效考核误区[J].经营者,2001(5),68-68.
[20]王继承.绩效考核操作实务[M].广州:广东经济出版社,2003.
[21]武欣.绩效管理实务手册[M].北京:机械工业出版社,2005.
[22]付亚和、许玉林.绩效管理[M].上海:复旦大学出版社,2004.
[23]王怀明.绩效管理[M].济南:山东人民出版社,2004.
[24]罗振军.七步打造完备的绩效管理体系[M].哈尔滨:哈尔滨出版社,2006.
[25]陈育岩、张玉玺.绩效管理中的三大操作盲区[M].北京:中国人力资源开发网,2006.
[26]贺炳红.绩效管理实施者的五种角色[M].北京:中国人力资源开发网,2006.
[27]李永春.我国电网企业绩效管理研究[M].北京:中国优秀硕博论文网.
[28]廖润之.绩效管埋认识的三个层次[M].北京:中国人力资源开发网,2006.
[29]佘慧憬.探索中国式绩效管理[M].北京:中国人力资源开发网,2006.
[30]叶向峰、李剑、张玲、孟庆波.员工考核与薪酬管理[M].北京:企业管理出版社,2006.
[31]文征.员工工作分析与薪酬设计[M].北京:企业管理出版社,2006.
[32]奚玉芹、金永红.企业薪酬与绩效管理体系设计[M].北京:机械工业出版社,2004.
[33]刘如冰.人力资源部门岗位绩效考核与薪酬设计模板[M].北京:中国海关出版社,2006.
[34]彼得.德鲁克.管理的实践[M].北京:工人出版社,1989
[35]Blau G,Testing the longitudinal Impact of work variables and performance appraisal satisfaction on subsequent overall job satisfaction,Human Relations,1999.8
[36]Flint DH.,The role of organizational justice in multi-source performance appraisal:Theory-based Applications and directions for research.Human Resource Management Review,1999.9
[37]Laim SSK,Schaubrock J,Total quality management and performance appraisal:an experimental study of process versus results and group versus Individual approaches,Journal of organizational Behavior,1999,20(4)
[38]Thomas Stewar.How GE Keeps Those Ideas Coming.Fortune,August 12,1991
[39]Bernard Marr&Andy Neely.Balanced Scorcard Software Report.Cranfield University,School of Management,Report-Code CR-5101,InfoEdge,2001.Gartner Inc.
[40]Sauard Read.常笑译.Oracle优势策略.北京:电子工业出版社,2001
[41]中消研市场研究有限公司.2004年中国企业绩效考核现状调查分析研究报告[EB].http://chinacae.cn/wz/yj/yl/108.doc,2005-6-17.
[42]South Edu.我国现阶段绩效考评的问题及对策研究[EB/OL].www.91.com/lunwen/Article/guanli/renli/200511/27340.html,2005年11月2日。
[43]赵士德、田金信、钱丽萍.我国企业绩效考核存在的问题及对策[J].经济论坛,2005(17),111页-112页。
[2]Paik Y,Vance C,Stage HD,A test of assumed duster homogeneity for Performance management in four Southeast Asian countries.International Journal of Human appraisal Resource Management,2000.4
[3]Saaty T L.New York:The Analytic Hierarchy Process.New York:Mc;Graw-Hill International Book Company,1980
[4]James A.Brickley,Clifford W.Smith,Jr.,Jerold L.Zimmerman.Managerial Economics and Organizational Architecture:Second Edition.北京:清华大学出版社,2001.9
[5]钱振波.人力资源管理[M].北京:清华大学出版社,2004.
[6]王先玉、王建业、邓少华著.现代企业人力资源管理学[M].北京:经济科学出版社,2003.
[7]龚晓璐、黄锐主编.人力资源管理体系专业设计[M].北京:电子工业出版社,2004。
[8]杨东龙.如何考核员工绩效.北京:中国经济出版社,2001.2.
[9]赵曙明.中国企业集团人力资源管理战略研究[M].南京:南京大学出版社,2002
[10]武欣编著.绩效管理的培训[M].北京:机械工业出版社,2001.
[11]张德主编.人力资源开发与管理[M].北京:清华大学出版社,2003.
[12]佘慧景.中国式绩效管理[J].人力资源开发与管理,2006(1),34-35.
[13]王雁飞、朱瑜.绩效与薪酬管理实务[M].北京:中国纺织出版社,2005.
[14]鲁百年.全面企业绩效管理[M].北京:北京大学出版社,2006.
[15]丁志达.绩效考核的偏误缺失与因应对策[J].经济管理文摘,2005(11),14-15.
[16]李方晖、孙细明.绩效考评中的公司政治[J].企业改革与管理,2006(4),50-51.
[17]叶旭方.在绩效考核方案推进中有效说服员工[J].人力资源开发与管理,2006(1),43-44.
[18]季龑.企业绩效考核九大误区[J].经济师,2005(2),277-77.
[19]刘扬.企业绩效考核误区[J].经营者,2001(5),68-68.
[20]王继承.绩效考核操作实务[M].广州:广东经济出版社,2003.
[21]武欣.绩效管理实务手册[M].北京:机械工业出版社,2005.
[22]付亚和、许玉林.绩效管理[M].上海:复旦大学出版社,2004.
[23]王怀明.绩效管理[M].济南:山东人民出版社,2004.
[24]罗振军.七步打造完备的绩效管理体系[M].哈尔滨:哈尔滨出版社,2006.
[25]陈育岩、张玉玺.绩效管理中的三大操作盲区[M].北京:中国人力资源开发网,2006.
[26]贺炳红.绩效管理实施者的五种角色[M].北京:中国人力资源开发网,2006.
[27]李永春.我国电网企业绩效管理研究[M].北京:中国优秀硕博论文网.
[28]廖润之.绩效管埋认识的三个层次[M].北京:中国人力资源开发网,2006.
[29]佘慧憬.探索中国式绩效管理[M].北京:中国人力资源开发网,2006.
[30]叶向峰、李剑、张玲、孟庆波.员工考核与薪酬管理[M].北京:企业管理出版社,2006.
[31]文征.员工工作分析与薪酬设计[M].北京:企业管理出版社,2006.
[32]奚玉芹、金永红.企业薪酬与绩效管理体系设计[M].北京:机械工业出版社,2004.
[33]刘如冰.人力资源部门岗位绩效考核与薪酬设计模板[M].北京:中国海关出版社,2006.
[34]彼得.德鲁克.管理的实践[M].北京:工人出版社,1989
[35]Blau G,Testing the longitudinal Impact of work variables and performance appraisal satisfaction on subsequent overall job satisfaction,Human Relations,1999.8
[36]Flint DH.,The role of organizational justice in multi-source performance appraisal:Theory-based Applications and directions for research.Human Resource Management Review,1999.9
[37]Laim SSK,Schaubrock J,Total quality management and performance appraisal:an experimental study of process versus results and group versus Individual approaches,Journal of organizational Behavior,1999,20(4)
[38]Thomas Stewar.How GE Keeps Those Ideas Coming.Fortune,August 12,1991
[39]Bernard Marr&Andy Neely.Balanced Scorcard Software Report.Cranfield University,School of Management,Report-Code CR-5101,InfoEdge,2001.Gartner Inc.
[40]Sauard Read.常笑译.Oracle优势策略.北京:电子工业出版社,2001
[41]中消研市场研究有限公司.2004年中国企业绩效考核现状调查分析研究报告[EB].http://chinacae.cn/wz/yj/yl/108.doc,2005-6-17.
[42]South Edu.我国现阶段绩效考评的问题及对策研究[EB/OL].www.91.com/lunwen/Article/guanli/renli/200511/27340.html,2005年11月2日。
[43]赵士德、田金信、钱丽萍.我国企业绩效考核存在的问题及对策[J].经济论坛,2005(17),111页-112页。