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论文编号：	10870
作者编号：	2220140649
上传时间：	2019/6/12 17:03:25
中文题目：	H液压制造企业生产部门绩效管理研究
英文题目：	Research on Performance Management of Production Sector in a Hydraulic Manufacturing Enterprise
指导老师：	赵伟
中文关键字：	液压制造企业；平衡计分卡；绩效考核体系；生产制造单元
英文关键字：	Hydraulic Company; Balanced Scorecard; Performance Appraisal System; Production Unit
中文摘要：	随着全球化经济进程的不断加速，现代企业想要不被时代洪流所淘汰，必 须打造自身在商业竞争中的核心竞争力。企业人才竞争力的水平对现代企业的 长期生存与长远发展至关重要，一方面，人力资源的数量、结构和整体素质塑 造了该企业人才梯队建设的整体实力，另一方面，人力资源管理体系的完善性 及其运行效率，决定了管理体系机制对于激发人才梯队整体效能的支撑作用。 可见，好的人力资源管理体系推动了企业的市场响应与组织创新，甚至在一定 程度上决定了企业的兴衰成败。 国务院提出“中国制造 2025”的战略方针为国内制造型企业提供政策性指 引，制造型企业面临从劳动密集型企业向技术密集型企业的转型关口。我国液 压制造企业面临更为激烈的市场竞争，过去简单地依靠廉价劳动力来实现自身 基于成本优势的竞争战略已不适用，很难再通过开源节流的传统方式，来实现 控制企业的生产和运营成本的目的，未来，民营制造业核心能力建设才是其转 型的应有之义，企业核心能力的提升离不开人力资源管理对战略发展的支撑， 绩效管理则在其中起到价值引领的重要作用。因此，如何通过完善的绩效管理 体系将人才建设与管理机制创新有机统一起来，通过螺旋式上升的管理循环， 形成长效的激励与约束机制，是当前企业亟待探索的重要课题。 本文首先回顾了有关绩效考核的相关理论，如系统评价理论、目标管理理 论，并收集 H 公司的背景以及组织架构、人员状况的相关信息；其次，通过实 际调研，诊断 H 公司的人力资源管理现状，识别考核过程中存在的关键问题、 问题成因以及与绩效考核不适配的其他不利因素；再次，结合平衡计分卡研读 成果与现状诊断结果，对 H 公司的绩效考核体系进行再设计，其中，建立基于 战略导向、逐层分解、责任传导形成的考核指标体系是本研究的设计重点。最后， 本文设计系统的绩效考核流程和配套支撑措施，以支撑绩效管理完整循环的实现。 本文在对绩效管理相关概念的基本内涵、理论基础和常见方法进行系统回 顾的基础上，通过外部研究、现状诊断、战略分解、逐层设计等步骤，建立基 于平衡计分卡的绩效管理体系，以期为类似企业提出可供参考的对策和建议。
英文摘要：	With the big picture of the economic globalization change rapidly, the enterprises must improve their competition advantages to adapt to the increasingly fierce environment and survive themselves. The level of talent competitiveness of modern enterprises is really important for the long-term survival and development, on the one hand, the quantity, structure, and the overall quality of human resources has shaped the overall talent strength of enterprise. On the other hand, the integrity of the human resources management system and its running efficiency, determine the management system of mechanism to stimulate the overall efficiency of the talent team support. It can be seen that good human resource management system promotes the market response and organizational innovation of enterprises, and even determines the success or failure of enterprises to a certain extent. The State Council has put forward the strategic policy of "Made in China 2025" to provide policy guidance for domestic manufacturing enterprises. Small and medium-sized private manufacturing enterprises are facing the transition from labor-intensive enterprises to technology-intensive enterprises. China's small and medium-sized private manufacturing 0are facing more intense market competition. It is no longer suitable to simply rely on cheap labor to achieve their own competitive strategy based on cost advantage. It is difficult to achieve the purpose of controlling the production and operation costs of enterprises through the traditional way of open source and throttling. In the future, the core competence construction of private manufacturing industry is the proper meaning of its transformation. The promotion of core competence of enterprises can not be separated from the support of human resources management for strategic development, and performance management plays an important role in value guidance. Therefore, how to integrate the talent construction and management mechanism innovation through a perfect performance management system, forming a long-term incentive and restraint mechanism through spiral upward management cycle, is an important issue for enterprises to explore urgently. In this thesis, firstly the basic theory of performance evaluation were reviewed, including incentive theory and human capital theory, then introduces the background of H company, including business development strategy and organization structure; then the current performance appraisal of K company are analyzed, and points out the causes of K company's performance appraisal problems and problems; thirdly, through the actual investigation, this thesis redesign the performance appraisal system of H based on the balanced scorecard. Performance index will redesign as the focus of the thesis, specific to different departments. Finally, this thesis design the system of performance appraisal process and the necessary supporting measures, to support the realization of the complete performance management cycle. Based on the basic of performance management related concepts, theoretical basis and common method on the basis of systematic review, This thesis design balanced scorecard performance management system through the present situation of external research, diagnosis, strategic decomposition, in order to put references and suggestions for similar enterprises to solve the same problem.
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