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论文编号：	11359
作者编号：	2320170567
上传时间：	2019/12/12 21:29:44
中文题目：	S汽车电子公司研发人员绩效管理问题及对策研究
英文题目：	Research on Performance Management Problems and Countermeasures of Developers of S Automotive Company
指导老师：	李圭泉
中文关键字：	研发人员；汽车电子公司；绩效管理；绩效评价
英文关键字：	Developers; Automotive Company; Performance Management; Performance Evaluation
中文摘要：	在当今科技水平的飞速发展背景下，各种智能车载电子产品纷纷从实验场走出，进入普通民众的视野，并且以每三至五年为周期迅速进行功能迭代。这样的迭代速度对企业中产品研发人员的绩效输出效率就有更高的要求，不能跟上时代的脚步就容易出现问题。 S公司研发人员的绩效目标和公司整体的绩效目标之间有错位，公司整体的经营局面欠佳；同时绩效评价结果不能充分真实地反映员工自身对公司整体绩效的贡献程度，造成了员工对现行绩效管理制度的不满。 在市场环境、评价者主观评价等外部因素的影响下，依照S公司现行的绩效评价方法，会出现无论员工自身努力与否，都无法左右绩效评价的结果的现象。只要项目产品的收支状况好则团队成员的绩效评分普遍变高；反之，则团队成员的绩效评分偏低。项目收支状况会影响研发人员的绩效评价结果，这种影响通过评价者的主观判断给出而没有通过与之相应的绩效评价指标里给出，使得评价结果难以得到被评价者的认同。被评价研发人员对评价结果没有认同感同时反向影响绩效目标的制定，即对绩效目标的制定的意义不能理解，对目标制定工作本身不做重视，敷衍了事。这种绩效管理及绩效评价的方式会打击研发人员的创新积极性，也不能够维持个人目标与公司整体目标的一致性，长远来看，不利于公司的发展。 本文通过对S公司绩效管理现状的调查分析，根据S公司的组织结构、经营环境、人力资源的状况，找出影响员工满意度、影响个体绩效目标与组织绩效目标一致性的问题点所在；提出了增加横向维度（项目组织维度）评价、调整评价周期起始点和绩效反馈应用时间点的关系等改善方案；最后对于改善方案的实施可行性进行分解说明。
英文摘要：	Nowadays，with the rapid development of technology, a variety of intelligent automotive electronic products have stepped out of the experimental field and entered the vision of the general public, and function iteration is carried out rapidly every three to five years. Such iteration speed has higher requirements on the performance efficiency of the product developers in the enterprise. Failure to keep up with the pace of the times will easily lead to problems. There is a mismatch between the performance objectives of the developers and the overall performance objectives of S automotive company, and the overall operation situation of the company is not good enough. Meanwhile, the performance evaluation results cannot truly reflect adequately the staff own contribution to the overall performance of the company, the developers’ dissatisfaction with the current performance management system. Under the influence of external factors such as market environment and subjective evaluation of evaluators, according to the current performance evaluation method of S automotive company, there will be a phenomenon that the results of performance evaluation cannot be influenced by staff’s own efforts or not. As long as the revenue and expenditure of project products are good, the performance scores of team members generally higher; otherwise, the performance scores of team members are low. The project balance will affect the performance evaluation results of the developers. This effect is given by the evaluator's subjective judgment but not by the corresponding performance evaluation indicators, making the evaluation results difficult to be recognized by the developers. The fact that the developers have no sense of identity to the evaluation results has a negative impact on the formulation of performance goals, that is, they cannot understand the significance of the formulation of performance goals, do not pay attention to the formulation of goals themselves, and make it perfunctorily. This way of performance management and performance evaluation will discourage the innovation enthusiasm of the developers and fail to maintain the consistency between personal goals and the overall goals of the company. In the long run, it is not conducive to the development of the company. Based on the investigation and analysis of the S automotive company performance management according to the organization structure, the operation environment and the human resource of the company, find out the problems that affect the developers’ satisfaction and the consistency of performance objectives. Some improvement schemes are proposed, such as increasing the evaluation of horizontal dimension (project organization dimension), adjusting the relationship between the starting point of evaluation cycle and the application time of performance feedback. Final is the implementation feasibility of the improvement scheme.
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