基于平衡计分卡的重钢股份公司绩效考核体系优化研究
发布时间：2018-08-25 09:34
【摘要】：重钢股份公司是重庆市最重要的钢铁企业之一,是一家国有股份制公司,目前已经在A股上市。本文通过问卷调查,发现该公司原有绩效考核体系存在以下问题:1)绩效考核观念尚未深入人心,还需要高中层管理者加强宣传引导、学习培训;2)绩效考核的过程和结果与公司战略实现之间的关联性不强;3)公司目前的绩效考核办法缺乏完善的体系,指标较为凌乱,权重设计随意,对员工业绩的针对性不强;4)绩效考核评价环节没有发挥激励先进、提高组织和个体工作绩效的作用。针对问卷调查出现的问题,本文认为该单位绩效考核体系需要进行相应的重大改善,才能不断激励组织内部的成员努力提高绩效。因此本文研究的目标在于为重钢股份公司建立优化的绩效考核指标体系。本文的主体结构如下:第一章为绪论部分。第二章介绍了研究所采用的主要理论和方法。第三章介绍了重钢股份公司绩效考核现状,通过问卷调查分析了考核存在的主要问题。第四章基于平衡计分卡理论,为整个组织建立一套的绩效考核指标体系。并以生产制造部门的中层管理者岗位为例,构建起该岗位的绩效指标体系,利用层次分析法确定岗位指标权重计算,采用360度绩效考核法完成对该岗位绩效的定量计算。第五章基于原绩效考核体系存在的问题,给出了绩效考核流程与结果运用优化。本文所做的改进工作主要包括以下内容:1)建立全新的指标体系。基于平衡计分卡法,从财务、客户、内部流程、学习与成长四个维度作为各级员工指标体系的架构,分别通过指标的量化、KPI的逐级细分来建立整个绩效考核指标体系,从而克服原指标体系指标过于单一的缺点。2)使用360度绩效考核法来进行绩效考核数据的收集过程。3)完善了绩效考核结果反馈环节,加强了员工绩效分析环节,采用绩效面谈和绩效改进计划等方法,有效帮助员工改善绩效;4)改善了考核结果运用环节,对依据绩效考核结果进行了改进的奖酬计划、岗位调整计划、员工培训计划,等等。
[Abstract]:As one of the most important iron and steel enterprises in Chongqing, Zhongshan Iron and Steel Co., Ltd. is a state-owned joint stock company, which is listed in A shares. Through the questionnaire survey, we find that there are the following problems in the original performance appraisal system of the company: 1) the concept of performance appraisal has not been deeply accepted by the people, and it also needs the high and middle managers to strengthen the propaganda and guidance. Learning and training 2) the correlation between the process and result of performance appraisal and the realization of company strategy is not strong. 3) the current performance appraisal method of the company lacks a perfect system, the index is relatively messy, and the weight design is random. (4) performance appraisal and evaluation did not play the role of encouraging the advanced and improving the performance of the organization and individual work. In view of the problems in the questionnaire, this paper argues that the performance appraisal system of the organization needs to be greatly improved in order to continuously motivate the members of the organization to strive to improve their performance. Therefore, the goal of this paper is to establish an optimized performance appraisal index system for Chongqing Iron and Steel Co., Ltd. The main structure of this paper is as follows: the first chapter is the introduction. The second chapter introduces the main theories and methods used in the research. Chapter three introduces the present situation of performance appraisal of Chongqing Iron and Steel Co., Ltd. Chapter 4, based on balanced scorecard theory, establishes a performance appraisal index system for the whole organization. Taking the middle-level manager position in the manufacturing department as an example, the performance index system of the position is constructed, the weight of the post index is calculated by AHP, and the quantitative calculation of the post performance is completed by the 360-degree performance appraisal method. In chapter 5, based on the existing problems of the original performance appraisal system, the performance appraisal process and the application optimization of the results are given. The improvement work in this paper includes the following contents: 1) establishing a new index system. Based on the balanced scorecard method, from the four dimensions of finance, customer, internal process, learning and growth, as the structure of employee index system at all levels, the whole performance appraisal index system is established by quantifying the index and subdividing the KPI step by step. In order to overcome the shortcoming that the original index system is too single, the author uses 360-degree performance appraisal method to collect the performance appraisal data. 3) improves the feedback link of the performance appraisal result, strengthens the staff performance analysis link. By using the methods of performance interview and performance improvement plan, this paper effectively helps employees to improve their performance. It improves the application of evaluation results, and improves the reward plan, post adjustment plan, employee training plan and so on according to the results of performance appraisal.
【学位授予单位】：重庆理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.31
本文编号：2202473
[Abstract]:As one of the most important iron and steel enterprises in Chongqing, Zhongshan Iron and Steel Co., Ltd. is a state-owned joint stock company, which is listed in A shares. Through the questionnaire survey, we find that there are the following problems in the original performance appraisal system of the company: 1) the concept of performance appraisal has not been deeply accepted by the people, and it also needs the high and middle managers to strengthen the propaganda and guidance. Learning and training 2) the correlation between the process and result of performance appraisal and the realization of company strategy is not strong. 3) the current performance appraisal method of the company lacks a perfect system, the index is relatively messy, and the weight design is random. (4) performance appraisal and evaluation did not play the role of encouraging the advanced and improving the performance of the organization and individual work. In view of the problems in the questionnaire, this paper argues that the performance appraisal system of the organization needs to be greatly improved in order to continuously motivate the members of the organization to strive to improve their performance. Therefore, the goal of this paper is to establish an optimized performance appraisal index system for Chongqing Iron and Steel Co., Ltd. The main structure of this paper is as follows: the first chapter is the introduction. The second chapter introduces the main theories and methods used in the research. Chapter three introduces the present situation of performance appraisal of Chongqing Iron and Steel Co., Ltd. Chapter 4, based on balanced scorecard theory, establishes a performance appraisal index system for the whole organization. Taking the middle-level manager position in the manufacturing department as an example, the performance index system of the position is constructed, the weight of the post index is calculated by AHP, and the quantitative calculation of the post performance is completed by the 360-degree performance appraisal method. In chapter 5, based on the existing problems of the original performance appraisal system, the performance appraisal process and the application optimization of the results are given. The improvement work in this paper includes the following contents: 1) establishing a new index system. Based on the balanced scorecard method, from the four dimensions of finance, customer, internal process, learning and growth, as the structure of employee index system at all levels, the whole performance appraisal index system is established by quantifying the index and subdividing the KPI step by step. In order to overcome the shortcoming that the original index system is too single, the author uses 360-degree performance appraisal method to collect the performance appraisal data. 3) improves the feedback link of the performance appraisal result, strengthens the staff performance analysis link. By using the methods of performance interview and performance improvement plan, this paper effectively helps employees to improve their performance. It improves the application of evaluation results, and improves the reward plan, post adjustment plan, employee training plan and so on according to the results of performance appraisal.
【学位授予单位】：重庆理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.31
【参考文献】
相关期刊论文 前1条
1 赵君;廖建桥;文鹏;;绩效考核目的的维度与影响效果[J];中南财经政法大学学报;2013年01期
，本文编号：2202473
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