庆阳公司员工绩效考核体系研究与应用
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摘要
在信息化和知识经济背景下,人才的竞争逐渐成为企业竞争的焦点。企业内部的人力资源管理体系,特别是绩效考核体系的设计、维系及调整,对于企业吸引人才、留住人才、以及充分挖掘现有人才潜力起着决定性的作用。入世后,原本就竞争残酷的我国商砼行业即将面临外国同行的有力冲击。怎样建立符合行业和企业特点的绩效评价体系,及时准确掌握企业绩效评价信息,进行科学有效的绩效考核对于改善企业的经营管理水平,促进工作绩效的提高有着重要的现实意义。鉴于此,本文从绩效考核的理论和方法出发,结合庆阳公司的具体实践,全面探讨绩效考核体系的设计问题。
本文第一部分为绪论,概述课题背景和意义,简要介绍绩效考该研究的理论基础,以及目前国内外在绩效考核方面的最新发展。
第二部分对庆阳公司所处行业及内外部环境进行研究,讨论了庆阳公司人力资源管理和绩效考核现状,分析了具体存在的问题,提出了新方案的需求。
第三部分是全文重点,详细阐述了庆阳公司的绩效考核体系设计过程。首先介绍绩效考核方案设计的总体思路和流程;接着表述如何完成设计前的准备工作(改进管理流程,调整组织机构,完善岗位说明书,明确企业战略规划);然后根据设计步骤,结合公司管理和员工构成的特点,重新设计了考核方式(即确定考核对象、考核内容、考核周期、考核主体和考核方法)和考核指标体系(定义周边绩效和任务绩效,分别选定图尺度评价法和关键绩效指标法进行考核),再强调绩效考核结果的反馈和考核结果应用;最后推出庆阳公司绩效考核实施方案,提出实施操作中的保障措施,并作方案的实施效果分析。
本文第四部分为结论,总结作者的工作。
Under the background of informationization and knowledge-based economy era, Competition for human resource gradually becomes focus of competition among enterprises. Internal human resources management system, particularly the design, maintenance and adjustment of performance appraisal system, plays a decisive role for enteiprises in to attracting and retaining qualified personnel, and fully excavating the potential of existing talent .With the advent of the WTO, The brutal competition business trade in China will soon face a powerful impact of foreign craft brother competitors. How to build the performance evaluation system which is met for trade and business characteristics, timely accurately master performance evaluation information in enterprises, Carrying through scientific and effective performance appraisal have important practical significance for the improvement of enterprises' operational and management levels and Promoting the improvement of the performance. In view of this opinion, the performance appraisal system design problem is comprehensivly studied based on the theory and method of performance evaluation and the combination of the specific practice of QingYangcorporation.
The first part which is introduction outlines the background and significance of the subject problem, Introduces briefly the theoretical basis of the study of performance appraisal and the latest developments of the performance appraisal at home and abroad.
The second part analyses the internal and external environment of Qingyangcorporation, and discusses the human resources management and performance appraisal system status and the existing problem for Qingyangcorporation.
The third part is the emphasis of this essay, expatiates the design process of the performance appraisal system of Qingyangcorporation. First introduces the overall programme of performance evaluation project design, Then analyses how to complete the preparatory work before design(improved the workflow, adjusted organizations, perfected strategic plan), Redesignes examination methods (identify targets, content, cycle, main examination and methods) and performance appraisal indicators system(defined as peripheral performance and task performance, and use map evaluation and key performance indicators to evaluation) based on design steps and Combines the characteristics of company management and staff constitute. Finally, stresses the feedback and application of the performance appraisal results.
The fourth part appraises the implement results of the performance appraisal system. The fifth Part which is conclusion discusses the author's recepts.
本文第一部分为绪论,概述课题背景和意义,简要介绍绩效考该研究的理论基础,以及目前国内外在绩效考核方面的最新发展。
第二部分对庆阳公司所处行业及内外部环境进行研究,讨论了庆阳公司人力资源管理和绩效考核现状,分析了具体存在的问题,提出了新方案的需求。
第三部分是全文重点,详细阐述了庆阳公司的绩效考核体系设计过程。首先介绍绩效考核方案设计的总体思路和流程;接着表述如何完成设计前的准备工作(改进管理流程,调整组织机构,完善岗位说明书,明确企业战略规划);然后根据设计步骤,结合公司管理和员工构成的特点,重新设计了考核方式(即确定考核对象、考核内容、考核周期、考核主体和考核方法)和考核指标体系(定义周边绩效和任务绩效,分别选定图尺度评价法和关键绩效指标法进行考核),再强调绩效考核结果的反馈和考核结果应用;最后推出庆阳公司绩效考核实施方案,提出实施操作中的保障措施,并作方案的实施效果分析。
本文第四部分为结论,总结作者的工作。
Under the background of informationization and knowledge-based economy era, Competition for human resource gradually becomes focus of competition among enterprises. Internal human resources management system, particularly the design, maintenance and adjustment of performance appraisal system, plays a decisive role for enteiprises in to attracting and retaining qualified personnel, and fully excavating the potential of existing talent .With the advent of the WTO, The brutal competition business trade in China will soon face a powerful impact of foreign craft brother competitors. How to build the performance evaluation system which is met for trade and business characteristics, timely accurately master performance evaluation information in enterprises, Carrying through scientific and effective performance appraisal have important practical significance for the improvement of enterprises' operational and management levels and Promoting the improvement of the performance. In view of this opinion, the performance appraisal system design problem is comprehensivly studied based on the theory and method of performance evaluation and the combination of the specific practice of QingYangcorporation.
The first part which is introduction outlines the background and significance of the subject problem, Introduces briefly the theoretical basis of the study of performance appraisal and the latest developments of the performance appraisal at home and abroad.
The second part analyses the internal and external environment of Qingyangcorporation, and discusses the human resources management and performance appraisal system status and the existing problem for Qingyangcorporation.
The third part is the emphasis of this essay, expatiates the design process of the performance appraisal system of Qingyangcorporation. First introduces the overall programme of performance evaluation project design, Then analyses how to complete the preparatory work before design(improved the workflow, adjusted organizations, perfected strategic plan), Redesignes examination methods (identify targets, content, cycle, main examination and methods) and performance appraisal indicators system(defined as peripheral performance and task performance, and use map evaluation and key performance indicators to evaluation) based on design steps and Combines the characteristics of company management and staff constitute. Finally, stresses the feedback and application of the performance appraisal results.
The fourth part appraises the implement results of the performance appraisal system. The fifth Part which is conclusion discusses the author's recepts.
引文
[1]理查德.黒尔、彼德.惠特拉姆著.张亚非译.高效[M].北京:人民邮电出版社,2004、6
[2]杜映梅.绩效管理[M].北京:中国发展出版社,2006、6
[3]刘蕊.如何进行绩效管理[M].北京:北京大学出版社,2005、11
[4]王刚.重庆商品混凝土发展以及现状分析http://info.cm.hc360.com/2007/03/06084084002-3.shtml,2007,3
[5]李业昆.绩效管理系统研究[M].北京:华夏出版社,2007、3
[6]Bateman T S,&Organ D W.Job satisfaction and the good soldier:The relationship between affect and employee" citizenship "[J].Academy of Management Journal,1983,26:587-595.
[7]Campbell,J.P,McCloy,R.A.,Oppler,S.H.& Sager,C.E.,'A theory of performance',In N.Schmitt & W.C.Borman(Eds.)[J],Personnel Selection in Organizations(pp.35-70).San Francisco:Jossey - Bass,1993.
[8]Brumbrach.Performance Management[M].London:The Cronwell Press,1988.15
[9]理查德.威廉姆斯著.赵正斌、胡蓉译.业绩管理[M].辽宁:东北财经大学出版社,1999
[10]付亚和、许玉林.绩效管理[M].上海:复旦大学出版社2003
[11]戴良铁.绩效考核方法介绍(二)绩效考核的标准[J].中国劳动.2000.(8);25-28
[12]张德主.人力资源管理与开发[M].北京:清华大学出版社,2001
[13]Creller,M.M.&Jackson J.H.,A subordinate's experience and prior feedback as determinants of participation in performance appraisal reviews[J].Psychological Reports.1997(80):23-54
[14]Brockner,J.& Wiesenfield,B.M,An integrative framework for explaining reactions to decisions:Integrative effects of outcomes and procedures[J].PsychologiBulletin.1996,(120):34-42
[15]Douglas H.Ffint,The role of organizational justice in multi-source performance appraisal Human Resource Management Review.1999,(9):21-31
[16]Barclay,J.H.&Harland,L.K.,Peer performance appraisals:The impact of rater competence,rater location and rating correct ability on fairness perceptions.Group and Organizational Management.1995,(20):23-45
[17]Allan H.Church &David W Bracken Advancing the state of the art of 360 Degree Feedback.Group &Organization Management.1997,6(22):45-67
[18]Salvia Ammar,Ronald Wright,Appfing fuzzy-set theory to performance evaluation.Socio-Economic Planning Sciences.2000,(34):56-67
[19]K.Vagnewr,M.Peiperl,Reconsidering performance evaluation style.Accounting Organizations and Society.2000,(25):78-96
[20]Van Scotter,James R.Relationships of task performance and contextual performance with turnover,Job satisfaction,and affective commitment.Human Resource Management Review.2000 10(1):79-9
[21]Rogers,Edward W,Wright.Measuring organizational performance in strategic human resourcemanagement:Problems Management Review.prospects and 1998,8(3)performance information markets.Human Resource 311-331
[22]姚若松、苗群鹰.工作岗位分析[M].北京:中国纺织出版社,2003、1
[23]王淑红、龙立荣.绩效管理综述[J].北京:中外管理导报,2002、9
[24]华茂通咨询.绩效管理与实施[M].北京:中国物资出版社,2003
[25]徐伟、张建国.绩效体系设计一战略导向设计方法[M].北京:北京大学工业出版社,2003、1
[26]Peter F.Drucker.Management Challenges for the 21S'Century.Harper Business.1999
[27]Richard A.Wolfe.Organizational Innovation:Review,Critique and Suggested Research Directions.Journal of Management Studies 31.May 1994.No.3:405-431
[28]传统基础人事管理到战略人力资源管理的两次屹跃.http://xs.blogchina.com
[29]陈天祥,王国颖.人力资源管理(第二版)[M].广州:中山大学出版社,2004
[30]左仁淑,殷秀梅.试论人力资源管理理论发展的阶段性.管理科学,1999,3:19-22
[31]徐芳.民营企业人力资源管理现状分析及对策研究.河海大学硕士毕业论文.2003,2
[32]Klein and Veaver.The Effectiveness of an Organizational n level Orientation training Program in the Socialization of New Hires[J].Personnel Psychology,2000,53:47-6
[33]戴良铁.绩效考核方法介绍(四).我国企业绩效考核中潜在的问题与解决的办法[J].中国劳动.2000,(10):34-45
[34]陈宏明,苏文风,卢风君.电力企业内部效绩评价模式研究[J].湖南社会科学.2003,(1):105-107
[35]向东.贵电实业管理人员绩效考核体系研究与系统开发应用[D].重庆大学硕士学位论文,2003
[36]马可理.SHY公司绩效考核体系设计与实施[D].大津大学管理学院硕士学位论文,2004
[2]杜映梅.绩效管理[M].北京:中国发展出版社,2006、6
[3]刘蕊.如何进行绩效管理[M].北京:北京大学出版社,2005、11
[4]王刚.重庆商品混凝土发展以及现状分析http://info.cm.hc360.com/2007/03/06084084002-3.shtml,2007,3
[5]李业昆.绩效管理系统研究[M].北京:华夏出版社,2007、3
[6]Bateman T S,&Organ D W.Job satisfaction and the good soldier:The relationship between affect and employee" citizenship "[J].Academy of Management Journal,1983,26:587-595.
[7]Campbell,J.P,McCloy,R.A.,Oppler,S.H.& Sager,C.E.,'A theory of performance',In N.Schmitt & W.C.Borman(Eds.)[J],Personnel Selection in Organizations(pp.35-70).San Francisco:Jossey - Bass,1993.
[8]Brumbrach.Performance Management[M].London:The Cronwell Press,1988.15
[9]理查德.威廉姆斯著.赵正斌、胡蓉译.业绩管理[M].辽宁:东北财经大学出版社,1999
[10]付亚和、许玉林.绩效管理[M].上海:复旦大学出版社2003
[11]戴良铁.绩效考核方法介绍(二)绩效考核的标准[J].中国劳动.2000.(8);25-28
[12]张德主.人力资源管理与开发[M].北京:清华大学出版社,2001
[13]Creller,M.M.&Jackson J.H.,A subordinate's experience and prior feedback as determinants of participation in performance appraisal reviews[J].Psychological Reports.1997(80):23-54
[14]Brockner,J.& Wiesenfield,B.M,An integrative framework for explaining reactions to decisions:Integrative effects of outcomes and procedures[J].PsychologiBulletin.1996,(120):34-42
[15]Douglas H.Ffint,The role of organizational justice in multi-source performance appraisal Human Resource Management Review.1999,(9):21-31
[16]Barclay,J.H.&Harland,L.K.,Peer performance appraisals:The impact of rater competence,rater location and rating correct ability on fairness perceptions.Group and Organizational Management.1995,(20):23-45
[17]Allan H.Church &David W Bracken Advancing the state of the art of 360 Degree Feedback.Group &Organization Management.1997,6(22):45-67
[18]Salvia Ammar,Ronald Wright,Appfing fuzzy-set theory to performance evaluation.Socio-Economic Planning Sciences.2000,(34):56-67
[19]K.Vagnewr,M.Peiperl,Reconsidering performance evaluation style.Accounting Organizations and Society.2000,(25):78-96
[20]Van Scotter,James R.Relationships of task performance and contextual performance with turnover,Job satisfaction,and affective commitment.Human Resource Management Review.2000 10(1):79-9
[21]Rogers,Edward W,Wright.Measuring organizational performance in strategic human resourcemanagement:Problems Management Review.prospects and 1998,8(3)performance information markets.Human Resource 311-331
[22]姚若松、苗群鹰.工作岗位分析[M].北京:中国纺织出版社,2003、1
[23]王淑红、龙立荣.绩效管理综述[J].北京:中外管理导报,2002、9
[24]华茂通咨询.绩效管理与实施[M].北京:中国物资出版社,2003
[25]徐伟、张建国.绩效体系设计一战略导向设计方法[M].北京:北京大学工业出版社,2003、1
[26]Peter F.Drucker.Management Challenges for the 21S'Century.Harper Business.1999
[27]Richard A.Wolfe.Organizational Innovation:Review,Critique and Suggested Research Directions.Journal of Management Studies 31.May 1994.No.3:405-431
[28]传统基础人事管理到战略人力资源管理的两次屹跃.http://xs.blogchina.com
[29]陈天祥,王国颖.人力资源管理(第二版)[M].广州:中山大学出版社,2004
[30]左仁淑,殷秀梅.试论人力资源管理理论发展的阶段性.管理科学,1999,3:19-22
[31]徐芳.民营企业人力资源管理现状分析及对策研究.河海大学硕士毕业论文.2003,2
[32]Klein and Veaver.The Effectiveness of an Organizational n level Orientation training Program in the Socialization of New Hires[J].Personnel Psychology,2000,53:47-6
[33]戴良铁.绩效考核方法介绍(四).我国企业绩效考核中潜在的问题与解决的办法[J].中国劳动.2000,(10):34-45
[34]陈宏明,苏文风,卢风君.电力企业内部效绩评价模式研究[J].湖南社会科学.2003,(1):105-107
[35]向东.贵电实业管理人员绩效考核体系研究与系统开发应用[D].重庆大学硕士学位论文,2003
[36]马可理.SHY公司绩效考核体系设计与实施[D].大津大学管理学院硕士学位论文,2004
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