吉林大华机械公司绩效考核改进方案研究
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摘要
本文首先对吉林大华机械公司绩效考核现状进行了分析,文中通过对企业现状系统、深入的分析,找出了现行绩效考核体系存在的问题。在吉林大华机械公司现行绩效考核存在问题的分析中,进一步阐述了这些问题存在的原因,分析了企业绩效考核的制约因素,提出了公司绩效考核体系改进的必要性。论文在对企业绩效考核分析的基础上,从改进目的、改进的基本原则和改进的职责分配三个方面提出了绩效考核改进的指导思想,为吉林大华机械公司绩效考核改进设计指明了整体方向。
论文通过对吉林大华机械公司绩效考核指标的建立,提出了岗位考核指标的设置要与企业发展战略相结合。在考核类别、考核周期、考核指标、跟踪反馈机制等考核内容的设计基础上,提出了吉林大华机械公司绩效考核的改进方案。论文最后分析了吉林大华机械公司绩效考核改进对策的实施保障,阐述了实施过程中需要注意的问题,并对绩效考核改进对策的实施效果进行了预计。
Jilin Dahua Machinery Co., Ltd. (full name of the Jilin Dahua Machine Manufacturing Co., Ltd.) is a state-owned holding, the privatization of the management of medium-sized auto parts enterprises, the company is currently China's largest automotive engine flywheel ring gear assembly and the ring gear specialized production enterprise. In the company since its establishment 40 years of development history, experienced a "second move, the three businesses," also from the enterprise system into autonomous provincial state-owned enterprises to private enterprises. The external environment changes and increased competition in the market allows businesses have to somewhat improve the internal management changes, so that the original extensive management gradually refined. With the awareness of corporate governance and management level by the day, the company's senior leaders come to realize that enhance corporate performance assessment work in the overall business performance, motivating staff to enhance work efficiency and enhance the competitiveness of enterprises and other important aspects. In recent years, Jilin Dahua companies are implementing performance appraisal, but its effect was far from satisfactory. In this background, to improve the existing performance appraisal system to improve employee motivation and active participation in awareness, has become the Jilin Dahua companies must face.
First, Jilin Dahua company's corporate profile, organizational structure, three aspects of human resources as an entry point, an overview of the development company the status quo, and the current performance appraisal system, the content and implementation of the effects described, focusing on the current performance appraisal system, organizational structure, the content of performance appraisal, performance appraisal standards and procedures of examination. Jilin Dahua companies with the status quo and the existing performance appraisal system in operation, sum up the current performance appraisal system performance evaluation indicators of the existence strategic goals with the company out of touch, lack of sector analysis of the content and job responsibilities, are more qualitative assessment can not be caused by testing standard to quantify the lack of performance appraisal feedback process, the lack of the person in charge of various departments such issues as training, performance appraisal, and its causes from the enterprise system, human resources, employee education and skill levels, employee ideas, examination system itself so analyzes , in order to improve the performance appraisal system in general, pointing out the direction of thinking.
Jilin Dahua for the company's current performance assessment of the problem and its causes, from the performance appraisal system, radically improve assessment methods, to an objective and fair, open and transparent, in line with their overall strategic goals, strengthen performance, feedback and communication, positive incentives for the Lord, etc., as the basic principles of improving the performance appraisal should be based on the "enterprise-wide strategic goal is the same," the main line, a clear performance appraisal at all levels to the responsibilities of the scope of the categories of persons rational design of performance appraisal and assessment cycle. The use of "key performance index" approach, combined with business reality, and rational design of performance evaluation indicators and assessment criteria, combined with the annual business enterprise strategic objectives, set different targets for different sectors. To "key performance index" method "using 20% of the key indicators of business leads 80% of the business performance," the guiding ideology for the Jilin Dahua grouped categories of financial, internal operations category, customer and market classes, learning and development classes, etc. four categories of key performance index, and then according to the company various departments of the management features and terms of reference and set different types and contents of key performance index, expectations by various departments under the key indicators to guide enterprises to seize the main contradiction to achieve the overall strategic goals. Improvement program has increased the use of the results of performance appraisal, performance appraisal fairness of the outcome with the employee benefits related to the use of the inevitable, therefore, promote the use of employee benefits, the use of performance results, so that outstanding organization and staff be encouraged to help poor workers corrected, so that is able to establish a performance appraisal of the authority, make them really care about performance appraisal in conjunction with performance evaluation results of continuous improve their job performance.
In order to Jilin Dahua company's performance evaluation to improve the implementation of the program to be better made Jilin Dahua's performance appraisal should focus on improving program implementation, attention to the following aspects: the general staff from the corporate strategy on the development of a high degree of practical change ideas, To do a scientific analysis of specific positions, to ensure the effective use of the results of performance appraisal should be to promote continuous improvement through performance appraisal. In addition, the program also improved the simulation tests, 90% of employees are in favor of or agreed to improve the implementation of the program, performance appraisal program will improve the company's Jilin Dahua play a promoting effect on the internal management, it will enhance staff corporate identity, improve employee productivity, motivate employees to achieve the purpose of an effective, but also can enhance the internal communication between employees on the lower levels for the enterprises to develop the effectiveness of the training provided a strong reference.
Jilin Dahua corporate performance through the evaluation to improve program design examples, inspiration enterprises face performance appraisal management role. Enterprise Management Center, as part of the performance appraisal is to promote the engine of business growth, corporate performance evaluation imperfect, will result in enterprise development strategies can not be assigned to specific work, can not ensure that their staff direction and corporate objectives. Through scientific and practical performance appraisal system can produce relatively accurate performance evaluation results for the business leaders provide the basis for decision-making. Jilin Dahua program focuses on improving the company's performance appraisal through the various departments of the key performance indicators to improve and enhance the management, thereby improving the overall performance of the enterprise, business productivity and boosting the value of the enterprise's competitive advantage can be derived therefrom.
In short, performance appraisal management of human resources management an important part of a scientific and rational performance appraisal system, and can mobilize the work of staff initiative and creativity, improve organizational efficiency and enterprise-wide goals. The correct use of a good performance appraisal methods, the implementation of an effective performance appraisal system that can better promote the overall human resources management. In the enterprise market situation more complex, the growing need to enhance the core competitiveness of the time, performance management, strategic management of the enterprise management tools and an indispensable means, it adopted the firm's strategy of progressively broken down, layer upon layer passed to the level departments and staff, as well as the results of performance appraisal on continuous feedback and improvement, making the performance of departments and individual focus, the common support our business strategy objectives. Expected to enhance enterprise performance management at all attaches to the work, and for the same employee performance management industries and enterprises to provide some references and reference.
论文通过对吉林大华机械公司绩效考核指标的建立,提出了岗位考核指标的设置要与企业发展战略相结合。在考核类别、考核周期、考核指标、跟踪反馈机制等考核内容的设计基础上,提出了吉林大华机械公司绩效考核的改进方案。论文最后分析了吉林大华机械公司绩效考核改进对策的实施保障,阐述了实施过程中需要注意的问题,并对绩效考核改进对策的实施效果进行了预计。
Jilin Dahua Machinery Co., Ltd. (full name of the Jilin Dahua Machine Manufacturing Co., Ltd.) is a state-owned holding, the privatization of the management of medium-sized auto parts enterprises, the company is currently China's largest automotive engine flywheel ring gear assembly and the ring gear specialized production enterprise. In the company since its establishment 40 years of development history, experienced a "second move, the three businesses," also from the enterprise system into autonomous provincial state-owned enterprises to private enterprises. The external environment changes and increased competition in the market allows businesses have to somewhat improve the internal management changes, so that the original extensive management gradually refined. With the awareness of corporate governance and management level by the day, the company's senior leaders come to realize that enhance corporate performance assessment work in the overall business performance, motivating staff to enhance work efficiency and enhance the competitiveness of enterprises and other important aspects. In recent years, Jilin Dahua companies are implementing performance appraisal, but its effect was far from satisfactory. In this background, to improve the existing performance appraisal system to improve employee motivation and active participation in awareness, has become the Jilin Dahua companies must face.
First, Jilin Dahua company's corporate profile, organizational structure, three aspects of human resources as an entry point, an overview of the development company the status quo, and the current performance appraisal system, the content and implementation of the effects described, focusing on the current performance appraisal system, organizational structure, the content of performance appraisal, performance appraisal standards and procedures of examination. Jilin Dahua companies with the status quo and the existing performance appraisal system in operation, sum up the current performance appraisal system performance evaluation indicators of the existence strategic goals with the company out of touch, lack of sector analysis of the content and job responsibilities, are more qualitative assessment can not be caused by testing standard to quantify the lack of performance appraisal feedback process, the lack of the person in charge of various departments such issues as training, performance appraisal, and its causes from the enterprise system, human resources, employee education and skill levels, employee ideas, examination system itself so analyzes , in order to improve the performance appraisal system in general, pointing out the direction of thinking.
Jilin Dahua for the company's current performance assessment of the problem and its causes, from the performance appraisal system, radically improve assessment methods, to an objective and fair, open and transparent, in line with their overall strategic goals, strengthen performance, feedback and communication, positive incentives for the Lord, etc., as the basic principles of improving the performance appraisal should be based on the "enterprise-wide strategic goal is the same," the main line, a clear performance appraisal at all levels to the responsibilities of the scope of the categories of persons rational design of performance appraisal and assessment cycle. The use of "key performance index" approach, combined with business reality, and rational design of performance evaluation indicators and assessment criteria, combined with the annual business enterprise strategic objectives, set different targets for different sectors. To "key performance index" method "using 20% of the key indicators of business leads 80% of the business performance," the guiding ideology for the Jilin Dahua grouped categories of financial, internal operations category, customer and market classes, learning and development classes, etc. four categories of key performance index, and then according to the company various departments of the management features and terms of reference and set different types and contents of key performance index, expectations by various departments under the key indicators to guide enterprises to seize the main contradiction to achieve the overall strategic goals. Improvement program has increased the use of the results of performance appraisal, performance appraisal fairness of the outcome with the employee benefits related to the use of the inevitable, therefore, promote the use of employee benefits, the use of performance results, so that outstanding organization and staff be encouraged to help poor workers corrected, so that is able to establish a performance appraisal of the authority, make them really care about performance appraisal in conjunction with performance evaluation results of continuous improve their job performance.
In order to Jilin Dahua company's performance evaluation to improve the implementation of the program to be better made Jilin Dahua's performance appraisal should focus on improving program implementation, attention to the following aspects: the general staff from the corporate strategy on the development of a high degree of practical change ideas, To do a scientific analysis of specific positions, to ensure the effective use of the results of performance appraisal should be to promote continuous improvement through performance appraisal. In addition, the program also improved the simulation tests, 90% of employees are in favor of or agreed to improve the implementation of the program, performance appraisal program will improve the company's Jilin Dahua play a promoting effect on the internal management, it will enhance staff corporate identity, improve employee productivity, motivate employees to achieve the purpose of an effective, but also can enhance the internal communication between employees on the lower levels for the enterprises to develop the effectiveness of the training provided a strong reference.
Jilin Dahua corporate performance through the evaluation to improve program design examples, inspiration enterprises face performance appraisal management role. Enterprise Management Center, as part of the performance appraisal is to promote the engine of business growth, corporate performance evaluation imperfect, will result in enterprise development strategies can not be assigned to specific work, can not ensure that their staff direction and corporate objectives. Through scientific and practical performance appraisal system can produce relatively accurate performance evaluation results for the business leaders provide the basis for decision-making. Jilin Dahua program focuses on improving the company's performance appraisal through the various departments of the key performance indicators to improve and enhance the management, thereby improving the overall performance of the enterprise, business productivity and boosting the value of the enterprise's competitive advantage can be derived therefrom.
In short, performance appraisal management of human resources management an important part of a scientific and rational performance appraisal system, and can mobilize the work of staff initiative and creativity, improve organizational efficiency and enterprise-wide goals. The correct use of a good performance appraisal methods, the implementation of an effective performance appraisal system that can better promote the overall human resources management. In the enterprise market situation more complex, the growing need to enhance the core competitiveness of the time, performance management, strategic management of the enterprise management tools and an indispensable means, it adopted the firm's strategy of progressively broken down, layer upon layer passed to the level departments and staff, as well as the results of performance appraisal on continuous feedback and improvement, making the performance of departments and individual focus, the common support our business strategy objectives. Expected to enhance enterprise performance management at all attaches to the work, and for the same employee performance management industries and enterprises to provide some references and reference.
引文
[1]引自:王胜利.江苏苏源电力装备有限公司员工绩效考核研究[D].南京:南京理工大学,2005.
[1]付亚和、许玉林.绩效考核与绩效管理[M].北京:电子工业出版社,2005.
[2]周坤.凭绩效说话[M].北京:北京大学出版社,2007.
[3]林筠.绩效管理[M].西安:西安交通大学出版社,2006.
[4]彭剑锋.以KPI为核心的绩效管理[M].北京:中国人民大学出版社,2003.
[5]徐芳.团队绩效测评技术与实践[M].北京:中国人民大学出版社,2002.
[6]方振邦.战略性绩效管理[M].北京:中国人民大学出版社,2007.
[7]周三多、陈传明、鲁明泓,等.管理学-原理与方法[M].上海:复旦大学出版社,2003.
[8]胡勇军.绩效考核与管理[M].北京:机械工业出版社,2007.
[9]付亚和.绩效管理[M].上海:复旦大学出版社,2006.
[10]方振邦.绩效管理[M].北京:中国人民大学出版社,2004.
[11]皇甫刚.绩效考核与管理安全[M].北京:电子工业出版社,2005.
[12]陈凌芹.绩效管理[M].北京:中国纺织出版社,2004.
[13][美]加里·德斯勒.人力资源管理(第六版)[M].北京:中国人民大学出版社,1999.
[14][美]R·L·达夫特、雷蒙德·A·诺伊.组织行为学[M].北京:机械工业出版社,2003
[1]贾香翠.浅论定性考核和定量考核的方法[J].山西财经大学学报(高等教育版),2000,47(2)
[2]陈远鹏,李乃文,等.绩效考核失效探析及差异化策略[J].现代企业教育,2006(19).
[3]李铁源.企业绩效管理中存在的问题及对策[J].经济纵横,2008(3).
[4]林文.绩效考核在企业中的现状分析和对策研究[J]现代商业,2008(6).
[5]沈鸿,刘黔川.效用论在绩效考核管理中的应用[J]煤炭企业管理,2005(6).
[6]牛立新,李西卿,等.目标管理和KPI法在设计绩效考评内容中的应用[J].中国人力资源开发,2007(1).
[7]杜勇.让绩效管理有效性更持久[J]人力资源开发与管理.2005(8).
[8]刘力钢,隋鑫.人力资源的价值链理论与企业绩效提升策略研究[J]中国人力资源开发.2004(9)
[9]岳渤.绩效考核纳入企业经济成本核算的完整体系[J]中国人力资源开发.2006(3).
[10]孙琳.基于战略的KPI绩效管理体系设计-以M公司为例[J].中国人力资源开发,2009(5).
[11]孙国庆.目标管理与绩效考核[J].辽宁行政学院学报,2001(6).
[12]易开刚.KPI考核内涵流程及对策研究[J].技术经济,2005(1).
[13]李芝山.绩效管理是人力资源管理的核心[J].企业改革与管理,2007(3).
[14]田建军.浅析公司员工绩效考核模型的设计[J]沿海企业与科技,2005(6).
[15]卢焰.人事管理与人力资源管理[J]企业管理,1999(11).
[16]韩峰.突破国有企业绩效考核的瓶颈[J]人力资源,2006(1).
[1]王胜利.江苏苏源电力装备有限公司员工绩效考核研究[D].南京:南京理工大学,2005.
[2]于智旭.中石化山东石油分公司绩效考核研究[D].北京:中国石油大学,2004.
[3]史文革.冀星高速公路有限公司员工绩效考核研究[D].天津:天津大学管理学院,2007.
[4]于勇.基于目标管理的基层烟草公司员工绩效考核研究[D].南京:南京理工大学,2003.
[5]郭景丽.TS公司员工绩效考核方案设计研究[D].成都:西华大学,2008.
[6]张晓丽.阜阳卷烟厂推行目标管理导向绩效考核的研究[D].南京:南京理工大学,2004.
[7]赵春来.民营企业员工绩效考核研究[D].长春:东北师范大学,2008.
[8]项慧荣.KD集团全面预算基础上的目标管理模式的研究[D].南京:南京理工大学,2005.
[9]贺方斌.大型石化企业目标管理改进研究[D].天津:天津大学管理学院,2005.
[10]徐彦东.吉林德莱牧业公司目标管理体系改进方案设计与实施[D].长春:吉林大学,2007.
[11]李美丽.高档饭店预算管理目标激励研究[D].青岛:青岛大学,2006.
[12]毕伶.湖南粮油公司员工绩效考核研究[D].长沙:湖南大学,2007.
[13]秦绍伟.员工绩效考核与薪酬评估[D].天津:天津大学管理学院,2006.
[1]付亚和、许玉林.绩效考核与绩效管理[M].北京:电子工业出版社,2005.
[2]周坤.凭绩效说话[M].北京:北京大学出版社,2007.
[3]林筠.绩效管理[M].西安:西安交通大学出版社,2006.
[4]彭剑锋.以KPI为核心的绩效管理[M].北京:中国人民大学出版社,2003.
[5]徐芳.团队绩效测评技术与实践[M].北京:中国人民大学出版社,2002.
[6]方振邦.战略性绩效管理[M].北京:中国人民大学出版社,2007.
[7]周三多、陈传明、鲁明泓,等.管理学-原理与方法[M].上海:复旦大学出版社,2003.
[8]胡勇军.绩效考核与管理[M].北京:机械工业出版社,2007.
[9]付亚和.绩效管理[M].上海:复旦大学出版社,2006.
[10]方振邦.绩效管理[M].北京:中国人民大学出版社,2004.
[11]皇甫刚.绩效考核与管理安全[M].北京:电子工业出版社,2005.
[12]陈凌芹.绩效管理[M].北京:中国纺织出版社,2004.
[13][美]加里·德斯勒.人力资源管理(第六版)[M].北京:中国人民大学出版社,1999.
[14][美]R·L·达夫特、雷蒙德·A·诺伊.组织行为学[M].北京:机械工业出版社,2003
[1]贾香翠.浅论定性考核和定量考核的方法[J].山西财经大学学报(高等教育版),2000,47(2)
[2]陈远鹏,李乃文,等.绩效考核失效探析及差异化策略[J].现代企业教育,2006(19).
[3]李铁源.企业绩效管理中存在的问题及对策[J].经济纵横,2008(3).
[4]林文.绩效考核在企业中的现状分析和对策研究[J]现代商业,2008(6).
[5]沈鸿,刘黔川.效用论在绩效考核管理中的应用[J]煤炭企业管理,2005(6).
[6]牛立新,李西卿,等.目标管理和KPI法在设计绩效考评内容中的应用[J].中国人力资源开发,2007(1).
[7]杜勇.让绩效管理有效性更持久[J]人力资源开发与管理.2005(8).
[8]刘力钢,隋鑫.人力资源的价值链理论与企业绩效提升策略研究[J]中国人力资源开发.2004(9)
[9]岳渤.绩效考核纳入企业经济成本核算的完整体系[J]中国人力资源开发.2006(3).
[10]孙琳.基于战略的KPI绩效管理体系设计-以M公司为例[J].中国人力资源开发,2009(5).
[11]孙国庆.目标管理与绩效考核[J].辽宁行政学院学报,2001(6).
[12]易开刚.KPI考核内涵流程及对策研究[J].技术经济,2005(1).
[13]李芝山.绩效管理是人力资源管理的核心[J].企业改革与管理,2007(3).
[14]田建军.浅析公司员工绩效考核模型的设计[J]沿海企业与科技,2005(6).
[15]卢焰.人事管理与人力资源管理[J]企业管理,1999(11).
[16]韩峰.突破国有企业绩效考核的瓶颈[J]人力资源,2006(1).
[1]王胜利.江苏苏源电力装备有限公司员工绩效考核研究[D].南京:南京理工大学,2005.
[2]于智旭.中石化山东石油分公司绩效考核研究[D].北京:中国石油大学,2004.
[3]史文革.冀星高速公路有限公司员工绩效考核研究[D].天津:天津大学管理学院,2007.
[4]于勇.基于目标管理的基层烟草公司员工绩效考核研究[D].南京:南京理工大学,2003.
[5]郭景丽.TS公司员工绩效考核方案设计研究[D].成都:西华大学,2008.
[6]张晓丽.阜阳卷烟厂推行目标管理导向绩效考核的研究[D].南京:南京理工大学,2004.
[7]赵春来.民营企业员工绩效考核研究[D].长春:东北师范大学,2008.
[8]项慧荣.KD集团全面预算基础上的目标管理模式的研究[D].南京:南京理工大学,2005.
[9]贺方斌.大型石化企业目标管理改进研究[D].天津:天津大学管理学院,2005.
[10]徐彦东.吉林德莱牧业公司目标管理体系改进方案设计与实施[D].长春:吉林大学,2007.
[11]李美丽.高档饭店预算管理目标激励研究[D].青岛:青岛大学,2006.
[12]毕伶.湖南粮油公司员工绩效考核研究[D].长沙:湖南大学,2007.
[13]秦绍伟.员工绩效考核与薪酬评估[D].天津:天津大学管理学院,2006.