摘要
随着人力资源管理的不断发展,作为其核心的绩效管理体系在西方国家得到广泛的应用并取得了很大的成功,极大的提升了企业的整体绩效及核心竞争力。进入21世纪,以知识为主导、以高新技术及其产业为基础和支持的知识经济正在涌现,知识型人才作为知识的创造和应用主体,成为企业的生命源泉,是企业核心竞争力的根本来源,知识型人才在企业中的战略地位也得到不断提高。因此,如何建立健全一个能够有效吸引、留住、培养和激励知识型人才的管理体系,是企业在竞争中赢得优势的关键。
目前,国内很多企业,特别是国有企业的高管们都具有了绩效管理的意识,也积极支持人力资源部门推行绩效管理的运动,但相当一部分企业的绩效管理,特别是对知识型人才的绩效管理仍然收效甚微。由于知识型人才的特殊性,工作过程难以监控,劳动成果难以衡量,使得对国有企业知识型人才的绩效管理实施效果不尽人意,不是半途而废,就是流于形式。甚至一些企业将知识型人才激励基本等同于一般员工,忽视了知识型人才与一般员工的重大差异。
本文对国内外知识型人才绩效管理的现状进行了评析,对绩效管理方法的相关理论及知识型人才的激励理论进行了综述,并对国有企业知识型人才绩效管理存在的问题进行了分析,最后结合昆船烟机经营公司具体案例对国有企业知识型人才绩效管理模式设计进行了探讨。
本文在国有企业知识型人才绩效管理体系的建立上采用了多主体、多维度以及多种方法混合使用的思想,将平衡计分卡,目标管理及关键绩效指标在企业战略的不同层面上结合起来,采用定性与定量相结合、理论与实际相结合的方法,根据企业实际情况,针对国有企业知识型人才的特点设计绩效管理体系。
本文的研究思路是:在企业战略管理体系框架下,以目标管理为基础,建立产品评价体系及目标绩效体系,围绕企业战略目标,利用关键绩效指标法(KPI),以部门的业务流程指标、岗位职责及部门质量目标构建部门和员工的关键绩效指标。通过对知识员工绩效计划的制定、绩效评估、绩效结果的应用。(奖惩与培训发展)以及绩效反馈过程构建国有企业知识型人才的绩效管理体系,并使与知识员工间持续不断的绩效沟通贯穿绩效管理的整个过程。
With the constant development of manpower resource management,as its core, the performance management system has been widely applied in the western country and achieved great success,which can mighty improve integrated performance and kernel competition of corporation.When coming into the 21~(st)century,the knowledge economy is emerging with the leading of knowledge and the basis and support of industry,knowledge talents become the corporation life headspring as knowledge maker and appliance main body,who are the basic source of corporation kernel competition and the tactic station getting constant improvement in corporation, therefore,how to set up a management system with effective attract,maintain, bringing forth and spiriting up for knowledge talents is the key of winning predominance among corporations competition.
At present,many of domestic corporations,especially the executive in state corporations are all provided with performance management consideration and also can actively support the manpower resource department to push performance management movement,but a part of corporations performance management, especiaLly the one to the knowledge talents are also tiny effect.Because of the particularity of knowledge talent,the working process is hard to supervise and the working result is hard to weigh so as to the implementing effect of knowledge talent performance management by the state corporations is can't be satisfied,not only giving up at halfway but also tending to form.Even in some corporations,the knowledge talents are equaled with normal employees,those who ignore the great difference between knowledge talents and normal employees.
This article analyzing the actuality of knowledge talent performance management in the domestic and oversea corporations,summing up the relative theory of performance management and the inspiriting theory of knowledge talent,and analyzing existent problems in the state corporation performance management,at last, it is combined with the case of tobacco machinery management corporation,KSEC to discuss design mode of knowledge talents performance management in the state corporation.
This article adopts the ideology mixed with multi-body,multi- dimensionality and multi-method at knowledge talents performance management system foundation in the state corporation.It is combined with balance counting card,management target and the key performance index at different interface of corporation.It adopts the method that combined with qualitative analysis and quantitative analysis,and combined with theory and practice,which can design the performance management system with knowledge talent character of the state corporation according to actual condition of corporation.
The research consideration of this article is like:set up product appraising system on the basis of management target under the corporation management system frame,the department and employees performance index are composed of department operation process index,post responsibility and department target by using the key performance index(KPI)method that following the corporation tactic target.To set up knowledge talent management system of the state corporation by establishing knowledge employee performance plants,performance appraising,application of performance results(rewards & punishment and training & development)and performance feedback process,and which can make continual performance management between the knowledge employees run through the whole process.
引文
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