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论文编号：	12547
作者编号：	2320180487
上传时间：	2021/6/15 15:31:36
中文题目：	ZQ公司涂装工程院设计岗位绩效考核体系的改进研究
英文题目：	Research on the Improvement of Performance Evaluation System of ZQ Painting Engineering Institute’s Design Position
指导老师：	杨玉武 讲师
中文关键字：	设计岗位；绩效管理；评价指标
英文关键字：	Design position；Performance management；Evaluation index
中文摘要：	伴随着汽车行业的飞速发展，我国的汽车工程行业也实现了从无到有，从有到强的跨越式发展。汽车工程公司作为研究应用科学类的科技研究型企业，是人才密集型企业，依托技术能力形成技术壁垒而确立竞争优势，最核心的能力是设计水平与设计能力。ZQ公司作为国内汽车工程行业最好的公司，经历了公司合并重组后15年的飞速发展，公司正处在从高速发展到高质量发展的转型期，如何做好绩效管理工作也是ZQ公司乃至整个非标工程服务行业的痛点。 本论文将以ZQ公司涂装工程院为研究对象，对现行设计岗位的绩效管理体系进行了研究剖析并调查分析存在的问题以及造成这些问题的原因。通过对绩效考核相关的文献研究，再结合这些知识对ZQ公司设计岗位的绩效管理办法进行改进方案并提出了其落地保障方案。 ZQ公司原有的绩效考核体系，脱胎于设计院制度，通过围绕图纸量为核心指标对设计岗位的工作量进行考核，作为发放奖金的评定基准，但这一方法随着公司主营业务转型为工程总承包项目，其缺点与局限性日益凸显。现有问题集中于体系不完整、指标陈旧、评分不合理、考核主体不合理这四个方面上。 针对ZQ公司绩效考核的问题，本论文将对其进行分析与改进，改进后的绩效管理办法主要依照公司“四五发展规划”拟定的绩效改革的三大原则：一是绩效优先、多劳多得；二是以奋斗者为本；三是提升能效、兼顾公平。利用绩效考核、KPI、挣值管理等理论工具对公司的绩效管理体系进行改革。丰富完善公司的绩效管理体系，建立了与当前总承包业务相适应的绩效考核指标及评分体系，并按照当前的工作流程梳理明确了考核主体。 本文的主要创新点在于通过充分收集、整理、研究、分析企业的内部数据，结合设计岗位绩效管理办法存在的问题。以项目为基本单位改进了绩效考核评价指标，改革了设计岗位的绩效考核体系；设计了系统、完整、公平的设计岗位考核细则；完善了绩效考核反馈制度，从组织、制度、管理手段提升的角度制定了改革的保障措施，以及具体的逐层推进计划。改进后的绩效管理办法基于本论文的研究在持续完善中，待完成后拟在本文的研究对象涂装工程院作为试点推广并根据实际情况做出调整修正，未来将在ZQ公司内部进行全面改革。
英文摘要：	A Research on the Improvement of Performance Evaluation Indicator System of ZQ Painting Engineering Institute’s Design Position. With the rapid development of the automotive industry, the automotive engineering industry of China has also achieved tremendous development. Automotive Engineering Company as scientific and technological research enterprise of applied sciences, which is also talent-intensive. They rely on technical capabilities to form technical barriers to establish a competitive advantage. The core competences of automotive engineering company are outstanding design quality and design ability. ZQ company as the best company in the domestic automotive engineering industry in China. After 15 years of rapid development and reorganization, it’s in a transitional period from rapid development to high-quality development. How to make performance management better is also a key point for ZQ company and even for the entire engineering service industry. This paper will take ZQ panting Engineering Institute as the research object, research and analyze the performance management system of current design positions, investigate and analyze the existing problems and the reasons for these problems. Through the literature research related to performance appraisal, it made improvements to the performance management methods of ZQ's design positions and put forward a guarantee plan. ZQ’s original performance appraisal system was born out of the design institute system. To design position, the standards for awarding bonuses is based on the amount of drawings. However, as the company's main business is transformed into a general contracting project, the shortcomings and limitations have become increasingly obvious. The existing problems are concentrated in four aspects—incomplete system, outdated indicators, unreasonable scoring system and unreasonable assessment subjects. In response to the problem of ZQ company performance appraisal, this paper will analyze and improve it. The improved performance management methods are mainly based on the three main principles of performance reform formulated by the company’s ‘Fourth Five-Year Plan’ plan. Number one is performance first, that means if you work more and you can get more rewards. Second one is focus on the strivers. Last but not least is improve efficiency give consideration to fairness at the same time. Reform the company's performance management system by using performance appraisal, KPI, and earned value management methods. This article also enriches and perfects the company’s performance management system, establishes a performance appraisal index and scoring system that is compatible with the current general contracting business, and clarifies the appraisal subject in accordance with the current work process. The main innovation of this paper is to fully collect, organize, research, and analyze the internal data of the enterprise and combine them with the existing problems of design position performance management. Improve performance appraisal and evaluation indicators by changing drawing-based into project-based, taking the project as one unit, reformed the performance appraisal work of design positions The performance appraisal index was improved by taking the project as the basic unit. Reformed the performance appraisal work of design positions and designed systematic, completed and fair design position appraisal rules, improved the performance appraisal feedback system. At the same time, made safety precautions for reform from the perspective of organization, system, and management improvement. The author has formulated a specific plan as well to ensure the implementation of the reform. The improved performance management methods are still in perfecting based on this article. After completion, it will be promoted as a pilot in the Painting Engineering Institute and adjusted, revised according to the actual situation. Comprehensive reforms will be carried out within the ZQ company in the future.
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