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论文编号：	12092
作者编号：	2320180587
上传时间：	2020/12/11 17:10:56
中文题目：	国有企业改革背景下的员工绩效管理研究 ——以天津T公司为例
英文题目：	Research on employee performance management in the background of state-owned enterprises reform ——Take Tianjin T company as an example
指导老师：	袁庆宏
中文关键字：	国有企业；分配机制改革；绩效管理；工资决定机制
英文关键字：	State Owned Enterprises; Distribution Mechanism Reform; Performance Management; Wage Determination Mechanism
中文摘要：	国有企业是中国经济的命脉，由于其有别于市场化企业的体制和机制，在内 部分配机制上与市场上的其他企业存在巨大的差异，最主要的一点就是“薪酬能 增不能减”，这一点使得国有企业内部分配机制产生了不可调和的矛盾，以至于 现有层级化、均分化的内部分配机制不能体现出员工对于企业的真实价值，从而 导致部分为企业创造较大价值的员工工资水平低于劳动力市场价格，而这一问题 引起了国有企业员工的不断流失。在失去员工的同时，也使国有企业失去了在市 场上提升企业竞争力、实现企业可持续性发展的重要资源。，以至于现有层级化、 均分化的内部分配机制不能体现出员工对于企业的真实价值，从而导致部分为企 业创造较大价值的员工工资水平低于劳动力市场价格，而这一问题引起了国有企 业员工的不断流失。在失去员工的同时，也使国有企业失去了在市场上提升企业 竞争力、实现企业可持续性发展的重要资源。 2018 年 5 月 13 日，国务院下发了《国务院关于改革国有企业工资决定机制 的意见》，通过这一意见，给国有企业内部分配制度提出了改革的方向，而这一 改革的方向主要包括：员工工资要与市场定价一致，以岗定薪；员工个人工资与 企业经济效益挂钩；企业完善员工绩效考核，通过绩效体现差异化收入，使员工 的收入切实与业绩联动，践行增减的动态变化。 T 公司是一家天津国有企业，目前正面临着考核走过场、绩效无差异、薪酬 调整和晋升凭主观、优秀员工不断流失、培训没有针对性、内部活力不足等制约 国有企业发展的问题。而这些问题都需要通过结合新的收入分配机制导向，优化 内部绩效管理来解决。本文 T 以公司为例，按照国有企业内部分配机制的国家调 整导向，过对 T 企业现行的绩效管理体系进行深入的分析，找到与分配机制调整 的契合点，并提出对策和优化建议，进而基于有效的员工绩效管理，识别员工价 值，并基于此提升内部分配与员工业绩的相关性。同时对绩效考核结果进行有效 利用，解决薪酬调整、晋升、员工流失、招聘、培训等其他问题，帮助 T 公司再 一次发展。本研究由以下内容构成： 首先，对于研究背景、内容等进行介绍；其次，回顾绩效管理方面的有关理 论；然后对 T 公司当前内部分配机制以及绩效管理执行情况进行现状研究，找出 其存在的问题，接着结合内部分配机制改革对 T 公司绩效管理中存在的问题，提 出一系列的改进和优化思路；最后，提出优化后 T 公司绩效管理的实施过程以及 保障措施。
英文摘要：	State owned enterprises are an important part of China's economy. Because of their particularity, the internal distribution system is out of touch with the market to a certain extent, there is a big gap between the internal distribution mechanism of state-owned enterprises and the labor market, so that the existing hierarchical and evenly differentiated internal distribution mechanism can’t reflect the true value of employees to the enterprise. As a result, the wage level of some employees who create greater value for the enterprise is lower than the labor market price. At the same time, it also makes the state-owned enterprises lose the important resources to enhance the competitiveness of enterprises in the market and realize the sustainable development of enterprises. On May 13, 2018, the State Council issued the "opinions of the State Council on reforming the wage determination mechanism of state-owned enterprises", which proposes to deepen the reform of the internal distribution system of state-owned enterprises. Based on the post value, referring to the wage price of the labor market and combining with the economic benefits of the enterprise, the State Council should strengthen the performance appraisal of all employees, so as to make the salary income of employees and their work performance and The actual contribution should be closely linked, so as to increase energy consumption and reduce energy consumption. As a state-owned enterprise in Tianjin, T company is facing the problem of staff turnover caused by internal distribution mechanism. This paper takes the company as an example, combined with the background of the reform of the internal distribution mechanism of state-owned enterprises, as well as the direction of strengthening the reform of employee performance management, through the analysis and Research on the current situation of performance management of T company, finds out the problems existing in employee performance management, and puts forward countermeasures and optimization suggestions, so that T company can distinguish different values of employees through reasonable employee performance management, and This improves the correlation between internal distribution and employee performance. At the same time, it can also realize the survival of the fittest, improve the overall level of the staff, and then strengthen the competitiveness of state-owned enterprises in the market and realize sustainable development. This paper mainly includes the following parts Firstly, it introduces the research background and content; secondly, it reviews the relevant theories of performance management and sorts out the main concepts of performance management; then it makes theoretical preparation for the following research; then it analyzes the internal distribution mechanism and performance management status of T company, finds out the existing problems, and then combines with the reform of internal distribution mechanism to improve the performance management of T company Finally, the paper puts forward the implementation process and safeguard measures of the performance management of T company after optimization.
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