德亚公司绩效管理体系项目的建立及思考
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摘要
近几年来中国的汽车整车市场迅猛发展,与之相配套的汽车零部件企业也进入了快速发展的阶段。为了加强在中国市场的竞争力,许多跨国公司纷纷在中国成立独资的研发中心,大量聘用中国的工程师从事产品的研发工作,因此中国人才市场上出现了汽车研发人员“供不应求”的情况。这种情况对研发人员及研发型企业都产生了巨大的影响。对于研发人员,他们面临“矛盾”的选择:一方面市场给他们提供了“频繁跳槽”获取高薪的机会;另一方面他们需要“稳定的环境”来积累知识和技能,提高自身价值,并从企业对自己价值的认同中获得成就感。而对于研发型企业,他们也很“矛盾”:一方面为了提高企业的研发能力,企业必须投入大量的人力、物力和财力对员工进行培训;而另一方面当员工对企业不满意而选择离开时,企业又要面临巨大的损失。如何达到员工满意及企业发展“双赢”的局面成为所有管理者最关注的事情。现代绩效管理理论正是基于“以人为本”的理念在企业中得到越来越广泛的应用。
本论文的选题来源于汽车零部件行业德国独资的亚太研发中心(德亚公司)在三年中面临的人力资源管理问题,从单纯的绩效考核冲突一直发展到全体研发人员工作积极性的减少。为激发研发人员的积极性并完成该公司的战略目标,笔者尝试利用所学的项目管理工具对该企业作深入地分析,包括研发工作内容分析、研发人员所需能力分析、中德员工基于文化差异的沟通问题分析,并在此基础上利用现代绩效管理的理念建立该企业新的绩效管理体系及绩效考核体系,最终达到研发人员的业绩与企业业绩共同提高的目的。本文所列的成果都是由该企业全体研发人员共同讨论产生的,并已经在现在的工作中得以实施。笔者希望本文中的思考方法及过程中的一些具体分析能对类似企业有一定的参考意义。
In recent years, the Chinese automotive market grown up rapidly and the correlative automotive component’s company also had quick development in China. In order to keep competition in Chinese automotive market, many foreign automotive component’s company build up R&D center in China, that makes product engineers who worked in automotive industry in the situation as“demands exceeds supply”in Chinese human resource market. Both product engineers and enterprises get huge influence from this situation. From one side, product engineers have lots of chance to jump from one company to another for higher offer, but to get success of their career, they need to stay in one company for long time to improve their ability. From other side, to increase the competition in the market, enterprises have to pay a lot for engineer’s training, but with the engineer’s left, enterprises get a huge loss. How to keep“win-win”situation between engineers and enterprises becomes the key job for human resource manager, modern performance management theory based on“people oriented”philosophy start to be widely used in many enterprises.
This dissertation originates from the practical human resource problem in DE-YA company which is an Asia R&D center of German automotive component’s manufacturing group. During three years, the problem started with performance evaluation conflict and later it became to no positivity of all engineers. In order to reach the strategy target of company, I made a deep study including product study、engineer ability study、communication problem study based on different culture between Chinese and German with project management tools; also I established the performance management system and performance evaluation system in De-Ya company in order to encourage engineers improving their performance. All ideas of this dissertation came from all employees in De-Ya company with perfect team work, and also we are working with these ideas in our daily work. I hope the thinking way and some study method in this dissertation could be useful for other company as reference.
本论文的选题来源于汽车零部件行业德国独资的亚太研发中心(德亚公司)在三年中面临的人力资源管理问题,从单纯的绩效考核冲突一直发展到全体研发人员工作积极性的减少。为激发研发人员的积极性并完成该公司的战略目标,笔者尝试利用所学的项目管理工具对该企业作深入地分析,包括研发工作内容分析、研发人员所需能力分析、中德员工基于文化差异的沟通问题分析,并在此基础上利用现代绩效管理的理念建立该企业新的绩效管理体系及绩效考核体系,最终达到研发人员的业绩与企业业绩共同提高的目的。本文所列的成果都是由该企业全体研发人员共同讨论产生的,并已经在现在的工作中得以实施。笔者希望本文中的思考方法及过程中的一些具体分析能对类似企业有一定的参考意义。
In recent years, the Chinese automotive market grown up rapidly and the correlative automotive component’s company also had quick development in China. In order to keep competition in Chinese automotive market, many foreign automotive component’s company build up R&D center in China, that makes product engineers who worked in automotive industry in the situation as“demands exceeds supply”in Chinese human resource market. Both product engineers and enterprises get huge influence from this situation. From one side, product engineers have lots of chance to jump from one company to another for higher offer, but to get success of their career, they need to stay in one company for long time to improve their ability. From other side, to increase the competition in the market, enterprises have to pay a lot for engineer’s training, but with the engineer’s left, enterprises get a huge loss. How to keep“win-win”situation between engineers and enterprises becomes the key job for human resource manager, modern performance management theory based on“people oriented”philosophy start to be widely used in many enterprises.
This dissertation originates from the practical human resource problem in DE-YA company which is an Asia R&D center of German automotive component’s manufacturing group. During three years, the problem started with performance evaluation conflict and later it became to no positivity of all engineers. In order to reach the strategy target of company, I made a deep study including product study、engineer ability study、communication problem study based on different culture between Chinese and German with project management tools; also I established the performance management system and performance evaluation system in De-Ya company in order to encourage engineers improving their performance. All ideas of this dissertation came from all employees in De-Ya company with perfect team work, and also we are working with these ideas in our daily work. I hope the thinking way and some study method in this dissertation could be useful for other company as reference.
引文
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[4]刘伟.绩效管理入门[M].广州:广东经济出版社,2006.
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[8]陈俊傲.知识员工职业行为评价维度研究[D].华东理工大学,2004.
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[10]陈宏.面向知识员工的人性化管理研究[D].上海财经大学,2002.
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[12] S.Wilson M.C.Dissel D.R.Probert B.R.Katzy Sustaining Product Innovation in the New Economy: The Case of Siemens Switzerland IEEE 2002
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[15] Rendy L. Desimone,Jon M. Werner, David M. Harris. Human Resource Development[M].北京:清华大学出版社,2001.
[16] James N. Baron, David M. Kreps. Strategic Human Resources[M],北京:清华人学出版社,2003.
[17]胡玉敏、郭宝亭.企业中研发人员绩效管理问题探讨[J].天津科技2005年第4期.
[18]黄新飞、刘登.跨国公司在华R&D的影响因素分析[J].科研管理.第26卷第1期.中山大学岭南学院,2005.
[19]刘环宇.管理中的沟通技巧[J].企业改革与管理2007年第2期.
[20]郭娟.基于团队的绩效管理系统研究[D].中国科学技术大学,2005.
[21]赵丽荣员工绩效管理和能力发展体系分析-某外资企业案例研究及对本土企业的借鉴[D].对外经济贸易大学, 2004.
[23]吴秋菊知识型企业的人力资源绩效管理研究[D].南开大学, 2005.
[24] (美)杰恩,(美)川迪斯.研发组织管理:用好天才团队[M].柳卸林,杨艳芳等译.北京:知识产权出版社,2005.
[25]张静.知识员工周边绩效管理研究[D].南京理工大学,2003.
[26]张仁开、杜德斌.跨国公司在华R&D投资的态势及效应分析[J].亚太经济, 2005.
[27]岳洁.东西方文化差异与中外合资企业跨文化管理[D].对外经济贸易大学, 2002.
[28]贾冬莉.中西方管理文化比较分析[J].科技情报开发与经济第14卷第6期, 2004.
[29]钱惠民.论跨国公司跨文化人力资源管理[D].上海交通大学管理学院,2001.
[2]朱飞.绩效管理与薪酬激励全程实务操作[M].北京:企业管理出版社,2006
[3]孙海法.现代企业人力资源管理[M].广州:中山大学出版社,2002.
[4]刘伟.绩效管理入门[M].广州:广东经济出版社,2006.
[5]安鸿章等.企业人力资源管理人员[M].北京:中国劳动社会保障出版社, 2002.
[6]冯友兰.中国哲学简史[M].北京:新世界出版社, 2004.
[7]陶亚芬.知识经济时代对知识员工的管理研究[D].中国科学技术大学, 2002.
[8]陈俊傲.知识员工职业行为评价维度研究[D].华东理工大学,2004.
[9]杨春江.知识员工的组织承诺及影响因素研究[D].东北大学,2005.
[10]陈宏.面向知识员工的人性化管理研究[D].上海财经大学,2002.
[11] Raymond A.Noe John R.Hollenbeck Human Resource Management—Gaining a Competitive Advantage Third Edition Irwin McGraw-Hill 2000
[12] S.Wilson M.C.Dissel D.R.Probert B.R.Katzy Sustaining Product Innovation in the New Economy: The Case of Siemens Switzerland IEEE 2002
[13] A.H.Wood-Kline & J.P.Evans Improving Development Performance in Growing Companies PA Consulting Group IEEE 2002
[14] Jennifer M. George, Gareth R. Jones. Understanding and Managing Organizational Behavior[M].北京:北京大学出版社,2002.
[15] Rendy L. Desimone,Jon M. Werner, David M. Harris. Human Resource Development[M].北京:清华大学出版社,2001.
[16] James N. Baron, David M. Kreps. Strategic Human Resources[M],北京:清华人学出版社,2003.
[17]胡玉敏、郭宝亭.企业中研发人员绩效管理问题探讨[J].天津科技2005年第4期.
[18]黄新飞、刘登.跨国公司在华R&D的影响因素分析[J].科研管理.第26卷第1期.中山大学岭南学院,2005.
[19]刘环宇.管理中的沟通技巧[J].企业改革与管理2007年第2期.
[20]郭娟.基于团队的绩效管理系统研究[D].中国科学技术大学,2005.
[21]赵丽荣员工绩效管理和能力发展体系分析-某外资企业案例研究及对本土企业的借鉴[D].对外经济贸易大学, 2004.
[23]吴秋菊知识型企业的人力资源绩效管理研究[D].南开大学, 2005.
[24] (美)杰恩,(美)川迪斯.研发组织管理:用好天才团队[M].柳卸林,杨艳芳等译.北京:知识产权出版社,2005.
[25]张静.知识员工周边绩效管理研究[D].南京理工大学,2003.
[26]张仁开、杜德斌.跨国公司在华R&D投资的态势及效应分析[J].亚太经济, 2005.
[27]岳洁.东西方文化差异与中外合资企业跨文化管理[D].对外经济贸易大学, 2002.
[28]贾冬莉.中西方管理文化比较分析[J].科技情报开发与经济第14卷第6期, 2004.
[29]钱惠民.论跨国公司跨文化人力资源管理[D].上海交通大学管理学院,2001.