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论文编号：	12418
作者编号：	2320180506
上传时间：	2021/6/10 17:26:55
中文题目：	M公司检修服务工厂绩效管理的改善研究
英文题目：	The Improvement Research on Performance Management of Overhaul Service Center
指导老师：	方磊
中文关键字：	运营绩效; 绩效管理; 变革管理
英文关键字：	Operation performance; Performance management; Change management
中文摘要：	2015年随着供给侧改革战略方针的提出，中国制造业拉开了由中国制造向中国“质造”转变的大幕。粗放式的企业管理已经成为生产制造业发展的绊脚石。因此必须推动粗放式管理向精细化管理进行升级转变，才能保证企业在供给侧改革的浪潮中，保持强有力的竞争力，实现企业的绿色可持续发展。 绩效管理是企业管理中重要组成部分。企业通过绩效管理将企业的战略目标分解成为经营目标、运营目标、部门以及个人目标，并通过建立起绩效考核体系，激励员工，提高员工能力和素养，从而促进个人、部门以及组织运营目标的达成，最终实现企业经营目标以及战略达成。同时绩效考核的结果可以为企业管理者提供相关依据，从而做出正确的有效决策。在新的经济形势下，高效的绩效管理是企业由粗放式管理向精细化管理转变的重要战略支撑。 本文依据绩效管理以及绩效管理工具、运营绩效和变革管理等相关理论，通过问卷调查以及员工访谈调研的形式，对M公司检修服务工厂绩效管理存在的问题进行了细致调查和深入分析。将M公司检修服务工厂绩效管理存在的主要突出问题总结归纳如下：管理层不重视绩效管理，绩效管理流于表面形式；检修服务工厂未制定明确的战略目标，运营绩效目标直接引用总部目标未进行分解；绩效评价以主观评价为主，缺乏量化的数据和信息，绩效考核缺乏公正性；绩效管理沟通效果差。 针对以上主要突出问题，本文进行了根本原因分析并根据相关理论知识，制定了对应的改善方案。首先识别绩效管理培训需求并制定培训计划。其次根据与总部管理层的沟通，明确了M公司检修服务工厂的战略定位，制定了战略规划；然后将战略规划分解成为M公司检修服务工厂的组织运营绩效。利用MBO目标管理和OKR目标与关键结果绩效管理工具，又将运营绩效分解为部门绩效和个人绩效。同时将绩效数据收集来源、计算方法、评估周期、权重等绩效考核内容进行了定义和标准化。最后说明了绩效沟通的重要性，并简要阐述了在绩效管理各个阶段，绩效沟通的主要目的、内容、方式以及沟通技巧等内容。 此文通过理论与实践相结合的方式，为M公司检修服务工厂绩效管理提供了切实可行的改善方案，同时为类似生产制造企业或组织提供了参考借鉴。
英文摘要：	In 2015， China published the strategic policy of supply-side reform to promote the transformation of "made in China" to "Quality manufacturing in China". Extensive enterprise management, which has become a stumbling block for manufacturing enterprises development. So it is vital upgrade of enterprise management. Performance management is an important part of enterprise organization management. Enterprises decompose strategic objectives through performance management, by motivating employees and improving their competence, and evaluate and improve the performance of the department and employees, so as to realize the strategic landing. At the same time, the results of performance appraisal can also provide relevant basis for enterprise decision makers, in order to make good and effective decisions. In the new economic situation of china, in the process of enterprise management changing from extensive management to fine management, the improvement of performance management is an important pillar of enterprise fine management. Based on the theories of operations performance, performance management and change management, it has conducted an in-depth investigation and analysis of the problems existing in the performance management of M Company's overhaul service factory. The objective problems of performance management are summarized. After analyzing relevant data such as employee surveys, the main outstanding problems existing in performance management of overhaul service factory of M Company are summarized as follows: there is lack of a clear strategic positioning of the overhaul service plant, the setting of departmental performance goals lacks incentive and strategic relevance; there is lack of standardized performance evaluation data collection, calculation and other programs; Management and employees have deviation in cognition of performance management; The performance management communication mechanism is not perfect. In view of the above major salient problems, according to relevant theoretical knowledge, it has formulated the corresponding improvement plan: First, identify performance management training needs and develop training plans, and communicate with headquarters management to make it clear, strategic positioning of M Company's Overhaul Service Factory, strategic planning has been developed; Then it has formulated the organizational and operational performance of M Company's overhaul service factory according to the strategic plan. It also decomposes operational performance into departmental performance and individual performance. Finally, it establishes standardized performance data collection methods, evaluation frequency, clear performance communication methods, etc. Through the combination of theory and practice, it provides a feasible improvement plan for the performance management of the overhaul service factory of M Company. At the same time, it provides a reference for similar manufacturing enterprises or organizations.
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