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论文编号：	10419
作者编号：	2120162812
上传时间：	2018/12/6 13:24:27
中文题目：	QH集团公司基于纵横轴匹配表的 绩效管理体系问题及优化研究
英文题目：	QH Group''''s Performance Management System Problem and Optimization Based on Vertical and Horizontal Axis Matching Table
指导老师：	张立富
中文关键字：	QH集团公司；绩效管理；纵横轴匹配表
英文关键字：	QH Group； Performance management； Cross axis matching table
中文摘要：	互联网时代，竞争日趋激烈，变革成为了时代的主旋律，企业在变革和创新中实现发展和成长。互联网时代最大的特征就是消除了距离，拉近了客户、员工和公司的距离，与客户的一体化趋势，使得企业的不得不改变原来科层制的组织架构，而向扁平化、平台化转变。 QH集团公司自1984年成立至今，有30多年的发展历史。在QH集团发展过程中非常重要的发展理念是：没有成功的企业、只有时代的企业。顺应时代潮流，不断变革是QH集团公司保持行业领先地位的关键因素。QH集团公司历经了五个战略发展阶段：名牌化战略、多元化战略、国际化战略、全球化战略、网络化战略。战略决定组织，组织从属于战略。网络化战略阶段，QH集团公司提出了“管理无领导、组织无边界”的发展思路，积极探索组织的转型。QH集团的组织转型主要历经三个阶段：矩阵式组织→倒三角三类三级经营体组织→平台生态圈组织。 QH集团公司之所以要建立平台生态圈的组织，是因为他们洞悉到随着社会的发展，尤其是互联网的发展，单凭一个小团队的力量已经不能推动一个大体量组织的发展，通过平台生态圈组织的建立，释放全体员工的潜力、激发员工的工作热情、充分发挥个人的价值。与此同时，配套的激励模式也发生了变化，从意识上要求打破岗位酬、职务酬，转变为按照创造的价值付酬，由企业付薪变为用户付薪。支撑用户付薪的绩效管理方式也相应要进行变革，由传统的PBC（Personal Business Commitment个人事业承诺）的绩效管理办法转变为纵横轴匹配表的绩效管理办法，这种绩效管理的办法可激发员工的工作动力。 QH集团公司管理理念的核心是“人单合一”。“人单合一”管理模式在人力资源绩效模块落地的载体就是纵横轴匹配表。QH集团公司为了充分调动员工积极性，创新性的形成了这种绩效管理的办法，并通过信息化对纵横轴匹配表进行了落地。绩效管理的目标制定、绩效考核与辅导、绩效反馈及绩效应用等通过信息化的流程进行了闭环，被内部员工广为接受，有效支撑了QH集团公司网络化战略的转型。同时，纵横轴匹配表在使用的过程中，不可避免也会出现一些问题，这些问题有纵横轴匹配表本身的问题，也有执行细节的问题，需要对纵横轴匹配表进一步的优化改进，以期在未来的发展中更好的赋能平台、小微，支撑集团战略的达成。
英文摘要：	In the Internet age, competition is becoming increasingly fierce, and change has become the main theme of the times for enterprises to achieve development and growth in the process of change and innovation. The greatest feature of the Internet era is to eliminate the distance, close the distance between customers, employees and companies, and the trend of integration with customers, so that enterprises have to change the original hierarchical organizational structure, to flat, platform-based change. Since its establishment in 1984, QH Group has a history of more than 30 years. The very important development philosophy in the development of QH Group is: no successful enterprise, only the enterprise of the times. Adapting to the trend of the times and constantly changing is a key factor for QH Group to maintain its leading position in the industry. QH Group has gone through five strategic development stages: brand-name strategy, diversification strategy, internationalization strategy, globalization strategy, and network strategy stage. The strategy determines the organization and the organization is subordinate to the strategy. In the stage of network strategy, QH Group Company put forward the development idea of “management without leadership, organization without borders” and actively explore the transformation of the organization. The organizational transformation of QH Group has gone through three stages: matrix organization → inverted triangle three types of three-level business organization → platform ecological circle organization. The core of QH Group's management philosophy is “Ren Dan He Yi”. The carrier of the “Ren Dan He Yi” management mode in the human resources performance module is the vertical and horizontal axis matching table. In order to fully mobilize the enthusiasm of employees, QH Group has innovatively formed this kind of performance management method, and has carried out the vertical and horizontal axis matching table through information system. Performance management goal setting, performance appraisal and coaching, performance feedback and performance application have been closed through the information process, and have been widely accepted by internal staff, effectively supporting the transformation of QH Group's network strategy. At the same time, in the process of using the vertical and horizontal axis matching table, there are inevitably some problems. These problems have the problem of the vertical and horizontal axis matching table itself, and also have the implementation details. It is necessary to further optimize the vertical and horizontal axis matching table, in order to In the future development, a better enabling platform and a small micro, support the group's strategy.
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