ZS企业国际业务部绩效考核研究
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摘要
进入21世纪后,经济的全球化和国际化使我国的企业面临着更加激烈的市场竞争。为了培养和保持竞争优势,使企业获得长期持续的发展,很多企业设立了国际业务部(International Business Department, IBD),以参与国际化的分工,分享全球资源配置带来的机遇。然而,由于该部门的新兴性、独立性和战略性,尽管应用了先进的人力资源管理思想,但在如何将先进的人力资源管理思想转化为适合本企业特点的可操作的制度、措施和技术手段上难有突破,本研究以ZS企业IBD的绩效考核为案例,深入剖析ZS企业IBD的绩效考核状况,结合先进的绩效管理理论,全面、系统地分析了ZS企业IBD的绩效考核现状及存在的问题,找出产生问题的根源,并提出解决问题的措施。根据IBD的组织结构图,对各个层面的管理对象重新设计以业绩为基础的绩效考核体系,并分析了该体系如何与公司战略进行衔接,为这一新兴部门的高绩效运作提供了有意义的借鉴与参考。
全文共分六部分,引言部分,首先说明了对ZS企业IBD员工绩效考核研究的宏观背景和企业背景、选题目的和意义,指出在营销越来越成为企业赖以生存发展生命线的时候,如何对员工进行绩效考核对企业影响重大,它不仅直接影响到员工积极性的发挥和潜能的开发,而且影响员工、部门进而扩展至整个企业的绩效和员工的保留率。研究问题、分析原因、提出解决的措施不仅能够提高员工和部门的绩效水平,为企业发展提供借鉴,而且也具有很强的现实意义和理论意义。其次,介绍了本文的研究方法和全文的整体框架,主要利用采访调查、跟踪调查、实地考查、实地取阅资料等方法。文献综述部分,首先是绩效考核理论综述,包括绩效考核的发展、方法、目的和意义等。其次是对部门绩效考核的综述,介绍了国内对部门绩效考核的研究情况,指出对自营进出口企业IBD绩效考核进行的研究属于创新之处。现状分析部分,ZS企业IBD员工绩效考核现状分析,全面系统地分析了IBD绩效考核的现状、存在问题以及问题产生的原因。绩效考核体系设计部分,首先明确了绩效考核体系设计原则和思路。根据对IBD员工绩效考核的分析,本着公平、系统、适用的原则,提出了重新设计绩效考核体系的思路和框架,然后根据框架图设计了绩效考核体系。第五部分为该体系的运作如何与公司战略相适应,从理论与实践紧密结合的角度,探讨如何把绩效考核先进的理论转变为可操作的制度、措施和技术手段,如何通过变量的调节实现战略的传导作用。最后为方案总结、结论和建议。
The enterprises of China are facing more intense marketing competition because of economic globalization and internationalization after the entry of 21st century, which spurred the new department, called International Business Department, simply IBD in abbr. , for most enterprises in order to cultivate and maintain competition advantage. It facilitates the international division of labor and shares the opportunity of the optimal allocation of global resources. However, it’s hard to make great breakthrough on how to transform the advanced theory of HRM into operable system, measure and technic methods as for IBD’s start-up, independence and strategic. This paper is based on the background of performance appraisal (PA) to IBD’s employee in ZS enterprise, combined with the theory of PA and makes a full and systemic analysis and investigation about the current situation and existent problems of IBD, designs and establishes a set of PA system guided by Key Performance Index (KPI) for the related personnel according to IBD’s framework, illuminates and pictures how to adopt to company’s strategic development, provides a good use for reference for IBD’S high performance operation.
The text comprises of six chapters: First is preface, including the introduction of macro-economic and company’s background, which indicates that the company has to face the exterior exporting pressure and interior cost-rising pressure, purpose and significance of this study. The author points out that how to make an excellent PA means greatly to enterprise, especially when marketing is becoming the lifeline, which involves exertion of positive and development of potential, and further affect the performance of the whole unit. Investigating problems, analyzing factors and providing methods will promote the improvement of performance and a good use for reference, also the meaning in practical and theoretical. The second chapter summarizes the concerned theory of PA, including history, methods, aim and meaning. Then makes generalization for the studying situation at home and abroad for department PA, also points out where is the innovation. The current situation, existent problems and the reasons why comes out these problems of PA to IBD employees are the contents in chapter 3. Chapter 4 gives the principle and procedure of the design for system, then, makes the detailed introduction on how to design the PA system according to the principle and procedure. In chapter 5, it explains how to adopt to company’s strategic development through the conduction and adjustment of variables in the system. Sum-up, conclusions and suggestions are the last contents of the text.
全文共分六部分,引言部分,首先说明了对ZS企业IBD员工绩效考核研究的宏观背景和企业背景、选题目的和意义,指出在营销越来越成为企业赖以生存发展生命线的时候,如何对员工进行绩效考核对企业影响重大,它不仅直接影响到员工积极性的发挥和潜能的开发,而且影响员工、部门进而扩展至整个企业的绩效和员工的保留率。研究问题、分析原因、提出解决的措施不仅能够提高员工和部门的绩效水平,为企业发展提供借鉴,而且也具有很强的现实意义和理论意义。其次,介绍了本文的研究方法和全文的整体框架,主要利用采访调查、跟踪调查、实地考查、实地取阅资料等方法。文献综述部分,首先是绩效考核理论综述,包括绩效考核的发展、方法、目的和意义等。其次是对部门绩效考核的综述,介绍了国内对部门绩效考核的研究情况,指出对自营进出口企业IBD绩效考核进行的研究属于创新之处。现状分析部分,ZS企业IBD员工绩效考核现状分析,全面系统地分析了IBD绩效考核的现状、存在问题以及问题产生的原因。绩效考核体系设计部分,首先明确了绩效考核体系设计原则和思路。根据对IBD员工绩效考核的分析,本着公平、系统、适用的原则,提出了重新设计绩效考核体系的思路和框架,然后根据框架图设计了绩效考核体系。第五部分为该体系的运作如何与公司战略相适应,从理论与实践紧密结合的角度,探讨如何把绩效考核先进的理论转变为可操作的制度、措施和技术手段,如何通过变量的调节实现战略的传导作用。最后为方案总结、结论和建议。
The enterprises of China are facing more intense marketing competition because of economic globalization and internationalization after the entry of 21st century, which spurred the new department, called International Business Department, simply IBD in abbr. , for most enterprises in order to cultivate and maintain competition advantage. It facilitates the international division of labor and shares the opportunity of the optimal allocation of global resources. However, it’s hard to make great breakthrough on how to transform the advanced theory of HRM into operable system, measure and technic methods as for IBD’s start-up, independence and strategic. This paper is based on the background of performance appraisal (PA) to IBD’s employee in ZS enterprise, combined with the theory of PA and makes a full and systemic analysis and investigation about the current situation and existent problems of IBD, designs and establishes a set of PA system guided by Key Performance Index (KPI) for the related personnel according to IBD’s framework, illuminates and pictures how to adopt to company’s strategic development, provides a good use for reference for IBD’S high performance operation.
The text comprises of six chapters: First is preface, including the introduction of macro-economic and company’s background, which indicates that the company has to face the exterior exporting pressure and interior cost-rising pressure, purpose and significance of this study. The author points out that how to make an excellent PA means greatly to enterprise, especially when marketing is becoming the lifeline, which involves exertion of positive and development of potential, and further affect the performance of the whole unit. Investigating problems, analyzing factors and providing methods will promote the improvement of performance and a good use for reference, also the meaning in practical and theoretical. The second chapter summarizes the concerned theory of PA, including history, methods, aim and meaning. Then makes generalization for the studying situation at home and abroad for department PA, also points out where is the innovation. The current situation, existent problems and the reasons why comes out these problems of PA to IBD employees are the contents in chapter 3. Chapter 4 gives the principle and procedure of the design for system, then, makes the detailed introduction on how to design the PA system according to the principle and procedure. In chapter 5, it explains how to adopt to company’s strategic development through the conduction and adjustment of variables in the system. Sum-up, conclusions and suggestions are the last contents of the text.
引文
[01] 王玺.最新企业绩效考核实务.北京:中国纺织出版社,2004.5.
[02] 彭剑锋.人力资源管理概论. 上海:复旦大学出版社,2003.
[03] [美]马西斯、杰克逊 人力资源管理精要(原书第 2 版). 北京:机械工业出版社,2004.1
[04] [美]小舍曼 人力资源管理(第十一版). 大连:东北财经大学出版社,2001
[05] 刘昕. 薪酬管理. 北京:中国人民大学出版社,2002.
[06] 方振邦.绩效管理. 北京:中国人民大学出版社 2003.
[07] 付亚和,许玉林.绩效管理. 上海:复旦大学出版社,2003.
[08] 王沛,孙连荣.工作绩效评估研究综述[J].人类工效学, 2004,10(2) .
[09] 吉同利.浅谈绩效管理在现代企业人力资源管理中的应用[J].科技与经济,2006,15.
[10] 陈敏,马东晓,易树平,等.基于工作分析的绩效考核体系研究[J].工业工程与管理, 2003,5.
[11] 王淑红,龙立荣. 绩效管理综述[J].中外管理导报,2002,9.
[12] 曲亮.企业经营绩效评估研究综述[J].经济师, 2004,7.
[13] 张双文.组织变革与组织绩效的关系研究综述[J].江西社会科学,2003,11.
[14] 李英.西方战略人力资源管理综述[J].东岳论丛, 2005,26(2).
[15] 许小东,沈捷.现代企业的战略人力资源管理[J].技术经济与管理研究,2004,2.
[16] 邓正平,刘杰.企业销售人员绩效评价体系设计探讨[J].经济论坛,2006,4.
[17] 张滨滨,李国栋,刘瑞文.关于营销人员绩效考核指标体系的探讨[J].江苏商论,2007,6.
[18] 刘满凤.国外市场营销绩效评价研究综述[J].商业经济文荟,2004,3.
[19] 应洪斌, 陈壁辉.绩效考核的十大误区[J].华东经济管理,2005,19(6).
[20] 肖鸣政, 杨京涛.绩效考评与管理中的十大问题[J].中国行政管理,2007,6.
[21] 谭文曦.绩效考评在中小企业的应用研究[J].中小企业论坛,2007,1.
[22]王秀村, 郭燕.绩效评价如何适应全球营销[J].北京理工大学学报(社会科学版) ,2004,6(4).
[23] 王月辉, 张晓南.加入WTO 后中国企业营销绩效评价的转型[J].商业研究,2004,8.
[24] 邢荣.论中小企业的绩效管理[J].新疆有色金属,2004,3.
[25] 王化中, 强凤娇.企业销售人员的绩效考核方法及模型[J].商场现代化,2007,3(2).
[26] 杨倩.企业销售人员关键绩效考评研究[J].商场现代化,2006,12(1).
[27] 武均.企业有效实施绩效管理的途径[J].企业活力,2007,5.
[28] 邓华.如何建立有效的绩效管理体系[J].科技咨询导报,2007,7.
[29] 薛哲, 陈小云.如何设置营销人员的绩效指标[J].商界,2006,11.
[30] 王彬, 张晓辛.我国销售人员绩效管理体系的探讨[J].商业研究,2005,2.
[31] 周剑波.销售绩效综合计算[J].企业管理,2006,1.
[32] 袁飞.销售人员的薪酬与绩效考核[J].经济论坛,2005,9.
[33] 段海艳.销售人员绩效考核应用研究[J].河南科技大学学报(社会科学版) ,2006,24(3).
[34] 丁晓光.销售人员薪酬与绩效考核的匹配[J].经营管理者,2007,2.
[35] 柳荣.新产品营销绩效的影响因素分析[J].科技与经济,2006,20.
[36] 李磊.中小企业如何合理实施绩效考核[J].大众科技,2005,12.
[37] 刘艳红.中小企业如何建立有效的绩效考核体系[J].江苏商论,2005,1.
[38] 徐磊.中小企业如何实施有效绩效考核[J].合作经济与科技,2007,8(3).
[39] James R. Van Scotter, (2000). Relationships of task performance and contextual performance with turnover, job satisfaction, and affective commitment. Human Resource Management Review, 10(1), 79-95.
[40] Michel J. Lebas,(1995). Performance measurement and performance management. Int. J. Production Economics, 41, 23-35.
[41] Thomas W. Scott, &P. Tiessen,(1999). Performance measurement and managerial teams. Accounting Organizations and Society, 24, 263-285
[42] Fredrik Nilsson, &Magnus Kald,(2002). Recent advances in performance management: The Nordic case. European Management Journal, 20(3), 235–245.
[43] Scott A. Snell, &Mark A. Youndt,(1995). Human resource management and firm performance: Testing a contingency model of executive controls. Journal of Management,21(4), 711-737
[44] Sohel Ahmada, &Roger G. Schroeder(2003). The impact of human resource management practices on operational performance: Recognizing country and industry differences. Journal of Operations Management, 21,19–43.
[45] Patrick M. Wright(1998). Introduction: Strategic human resource management research in the 21st century. Human Resource Management Review, 8(3),187-191.
[46] John F. Tomer(2001). Understanding high-performance work systems: The joint contribution of economics and human resource management. Journal of Socio-Economics, 30, 63-73.
[02] 彭剑锋.人力资源管理概论. 上海:复旦大学出版社,2003.
[03] [美]马西斯、杰克逊 人力资源管理精要(原书第 2 版). 北京:机械工业出版社,2004.1
[04] [美]小舍曼 人力资源管理(第十一版). 大连:东北财经大学出版社,2001
[05] 刘昕. 薪酬管理. 北京:中国人民大学出版社,2002.
[06] 方振邦.绩效管理. 北京:中国人民大学出版社 2003.
[07] 付亚和,许玉林.绩效管理. 上海:复旦大学出版社,2003.
[08] 王沛,孙连荣.工作绩效评估研究综述[J].人类工效学, 2004,10(2) .
[09] 吉同利.浅谈绩效管理在现代企业人力资源管理中的应用[J].科技与经济,2006,15.
[10] 陈敏,马东晓,易树平,等.基于工作分析的绩效考核体系研究[J].工业工程与管理, 2003,5.
[11] 王淑红,龙立荣. 绩效管理综述[J].中外管理导报,2002,9.
[12] 曲亮.企业经营绩效评估研究综述[J].经济师, 2004,7.
[13] 张双文.组织变革与组织绩效的关系研究综述[J].江西社会科学,2003,11.
[14] 李英.西方战略人力资源管理综述[J].东岳论丛, 2005,26(2).
[15] 许小东,沈捷.现代企业的战略人力资源管理[J].技术经济与管理研究,2004,2.
[16] 邓正平,刘杰.企业销售人员绩效评价体系设计探讨[J].经济论坛,2006,4.
[17] 张滨滨,李国栋,刘瑞文.关于营销人员绩效考核指标体系的探讨[J].江苏商论,2007,6.
[18] 刘满凤.国外市场营销绩效评价研究综述[J].商业经济文荟,2004,3.
[19] 应洪斌, 陈壁辉.绩效考核的十大误区[J].华东经济管理,2005,19(6).
[20] 肖鸣政, 杨京涛.绩效考评与管理中的十大问题[J].中国行政管理,2007,6.
[21] 谭文曦.绩效考评在中小企业的应用研究[J].中小企业论坛,2007,1.
[22]王秀村, 郭燕.绩效评价如何适应全球营销[J].北京理工大学学报(社会科学版) ,2004,6(4).
[23] 王月辉, 张晓南.加入WTO 后中国企业营销绩效评价的转型[J].商业研究,2004,8.
[24] 邢荣.论中小企业的绩效管理[J].新疆有色金属,2004,3.
[25] 王化中, 强凤娇.企业销售人员的绩效考核方法及模型[J].商场现代化,2007,3(2).
[26] 杨倩.企业销售人员关键绩效考评研究[J].商场现代化,2006,12(1).
[27] 武均.企业有效实施绩效管理的途径[J].企业活力,2007,5.
[28] 邓华.如何建立有效的绩效管理体系[J].科技咨询导报,2007,7.
[29] 薛哲, 陈小云.如何设置营销人员的绩效指标[J].商界,2006,11.
[30] 王彬, 张晓辛.我国销售人员绩效管理体系的探讨[J].商业研究,2005,2.
[31] 周剑波.销售绩效综合计算[J].企业管理,2006,1.
[32] 袁飞.销售人员的薪酬与绩效考核[J].经济论坛,2005,9.
[33] 段海艳.销售人员绩效考核应用研究[J].河南科技大学学报(社会科学版) ,2006,24(3).
[34] 丁晓光.销售人员薪酬与绩效考核的匹配[J].经营管理者,2007,2.
[35] 柳荣.新产品营销绩效的影响因素分析[J].科技与经济,2006,20.
[36] 李磊.中小企业如何合理实施绩效考核[J].大众科技,2005,12.
[37] 刘艳红.中小企业如何建立有效的绩效考核体系[J].江苏商论,2005,1.
[38] 徐磊.中小企业如何实施有效绩效考核[J].合作经济与科技,2007,8(3).
[39] James R. Van Scotter, (2000). Relationships of task performance and contextual performance with turnover, job satisfaction, and affective commitment. Human Resource Management Review, 10(1), 79-95.
[40] Michel J. Lebas,(1995). Performance measurement and performance management. Int. J. Production Economics, 41, 23-35.
[41] Thomas W. Scott, &P. Tiessen,(1999). Performance measurement and managerial teams. Accounting Organizations and Society, 24, 263-285
[42] Fredrik Nilsson, &Magnus Kald,(2002). Recent advances in performance management: The Nordic case. European Management Journal, 20(3), 235–245.
[43] Scott A. Snell, &Mark A. Youndt,(1995). Human resource management and firm performance: Testing a contingency model of executive controls. Journal of Management,21(4), 711-737
[44] Sohel Ahmada, &Roger G. Schroeder(2003). The impact of human resource management practices on operational performance: Recognizing country and industry differences. Journal of Operations Management, 21,19–43.
[45] Patrick M. Wright(1998). Introduction: Strategic human resource management research in the 21st century. Human Resource Management Review, 8(3),187-191.
[46] John F. Tomer(2001). Understanding high-performance work systems: The joint contribution of economics and human resource management. Journal of Socio-Economics, 30, 63-73.