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论文编号：	1490
作者编号：	2120062628
上传时间：	2009/12/18 16:55:28
中文题目：	S公司战略导向之绩效管理体系研究
英文题目：	The research of S Co.’s performance management system align with strategy oriented
指导老师：	崔勋教授
中文关键字：	绩效管理体系 绩效评估 关键绩效指标
英文关键字：	Performance Management System Performance Evaluation Key Performance Index (KPI)
中文摘要：	科技产业变化之快已不是用日新月异可以形容，甚至是以“时”、“分”作为竞争的成功关键，而当中谁掌握核心竞争力（Core Competence ），谁就掌握了优势；谁掌握了优势，谁就成功了一半。核心竞争力广泛的说包括技术、资金与人才，而当中技术与资金已不难取得，最难能可贵的就是人才的取得与培育；换言之，谁掌握了人才，谁就掌握了核心竞争力中最重要的部分—人是企业最大的资产。美国人力资源管理大师David Ulrich的说：二十一世纪乃为人力资源管理（Human Resource Management）的世纪。而在人力资源规划中如何透过制度化的方式，招募到优秀的人才，培育优秀的人才，留住优秀的人才，以激发员工潜能，达成组织的目标，正是企业努力的目标。绩效评估与发展即为其中重要的方法和工具之一，亦是人力资源管理的一项重要功能，并与人力资源管理的其它功能有密切的关系，有着核心的地位和功能。换言之，绩效评估与发展制度的良莠，将影响人力资源管理的整体表现。 绩效评估与发展对于企业的重要性是无庸置疑的，管理大师Drunker Peter曾提到：“管理工作的基本要素之一，就是衡量与评估。管理者建立尺度，对于组织及组织内的绩效而言，鲜少有因素像它那么重要。” 因此，吾人觉得绩效评估制度之规划与执行的成败甚至直接影响企业生存发展的关键因素，实有其重要之功能。 目前一般企业对员工进行绩效考核过程中，常因执行上之偏差，衍生诸多问题，致使绩效考核活动流于形式，甚至未蒙其利，先受其害，员工怀疑绩效考核结果，导致绩效考核的功能丧失殆尽。因此，本文从人力资源管理的观点，探讨绩效管理之意义与目的（功能），并以S公司为例，从绩效考核的理论基础探讨如何架构及规划一合理的绩效管理制度。 第一章为导论，阐述了选题背景与研究目的，并针对研究思路与方法做一介绍，当中也概略勾画了论文基本内容与研究框架。 第二章为企业绩效管理与发展相关理论与实务的介绍，首先以控制与评估为目的之绩效管理理论，其中包括有期望理论、增强理论、以及目标管理；其次再针对重视员工生涯发展之绩效管理相关理论作说明，主要涵盖有参与理论及生涯发展理论等；而相关之实无做法有以控制为目的之绩效管理实务做法以及以重视员工生涯发展之绩效管理实务做法的方法，最后将这些相关理论与实务做法做一比较。 第三章则是针对S公司绩效管理体系的现状与问题提出分析；其中包含了S 公司的缘起、愿景、使命与价值观、人力资源现状和经营的战略思维做了介绍，其次点出了S公司现行绩效管理方案存在主要问题以及重新构件绩效管理体系的必要性。 第四章为本论文的核心部分，主要的是对S公司绩效管理体系提出再设计方案，包括了S公司绩效管理体系再设计总体思路、理念与目标和当中把持的原则；因为S公司原有的绩效管理体制，存在若干问题：（1）绩效管理体系未和企业战略挂钩，导致部门员工“不知为何而战”，“不知为谁而战”的窘境，（2）个人绩效衡量指标量化不明确也不合理（3）没有一套为发展员工设计的配套的绩效管理体制，以确保组织绩效的达成，以此本文中针对上述问题提出以下解决思路与办法： （一）个人主要绩效范围（KRAs）与企业战略规划与目标相结合 （二）个人主要绩效范围（KRAs）与关键绩效衡量指标(KPI)并与企业衡量绩效表现四大类动因（BSC）相结合。 （三）关键绩效衡量指标（KPI）的测试与管理 （四）胜任力模型的建立与企业战略、经营理念与愿景相结合 （五）胜任力素质模型的测评方法-与员工所展现的主要行为相结合。 第五章主要是针对第四章S公司绩效管理体系提出再设计方案提出有效运行的步骤与条件，包括了准备阶段、设计实施阶段与检讨改进阶段，确保每一个环节与组织战略目标相结合并有效配套的相关制度体系并做好对上及对下的沟通以期得到企业高层的重视。 第六章则为结论与展望；提出当中仍有许多缺失待改进的建议，同时回顾了建构了以战略为导向的绩效管理体制。希冀老师及各位领导、业界先进不吝给予批评与指导。
英文摘要：	With the amazing progress of advanced technology industries development nowadays, timing is a key factor. Whoever has his own core competency, whoever own core competition which consists of capital, technologies, and human resources. Capital and technology are important, but comparatively easy to obtain. But human resources are the most important critical successful factor among them. So how to obtain and retain talents are comparatively with high challenge today. In other words, whoever has own his talents, whoever has own his core competency- human capital. David Ulrich, the famous human resources champion said: 21 century is the century of “Human Resources Management”. In human resources management, how to recruit the talents, cultivate the talents, retain the talents, and motivate them to develop their potential are the goal of enterprises. Performance appraisal and development system are one of the key manners and tools, which are also a key important function in human resources management. In other words, performance appraisal system has a great influence on the overall performance of human resources management. Drunker Peter said “ The essential work of management are to set up the measures and evaluations. It can not be overemphasized to build a optimistic evaluation scale, which is very important for a efficiency organization”. The effective performance appraisal and development system is a vital factor for enterprise to compete and survive in competitive environments. Thereby, this paper mainly probes into the meaning, purpose, and function of performance management and development from the focal point of human resources, and based on this, this paper also provide the infrastructure of the building up of reasonable performance management system which is practiced by S company. Chapter 1 denotes the introduction, which includes the background of the paper and purpose of the study, also contains the basic content and frame of the study. Chapter 2 mainly contains the theories and practices of performance management, first of all, which includes “ Expectancy Theory “, “ Reinforcement Theory “and “ Management by Objectives ”, “ Anticipation Theory ” and “ Employee Career Development Theory ” on theories bases. Secondly, based on practices operation includes “ Control “ and “ Development “ practices respectively. Chapter 3 provides the analysis of the current situation and problems on performance management of S company, which covers genesis, vision, mission and values, at the meanwhile, also probes into the human resources and strategy thinking of S company, at last, denotes the main problems and necessities of restructure of the performance management system. Chapter 4 shows the core content of the paper, which mainly contains the brand new program of the redesign of the performance management system. Since the original status of performance management exists some problems as below. The author shows his logical thinking on the total solutions and the holding principles. in the restructure of the new performance management system. 1. Performance Management System were not aligned with organization strategies 2. Performance index is not definite nor reasonable 3. Performance Management is short of mechanism to develop employees. Based on the above issues, the author provide the total solutions as following scheme: 1. “ Key Result Area ” are aligned with organization strategies 2. “ Key Result Area ” are aligned with “ Key Performance Index ” and 4 major driving factors based on “ Balance Score Card ”. 3. The test and management for “ Key Performance Index ” 4. “ Competency Model ” are aligned with company strategies, business model and vision. 5. “ Competency Model ” are aligned with the “ Key Behavior” of employees. Chapter 5 shows the terms and steps for the guarantee of the redesign of performance management system, which includes preparation stage, design and execute stage, and review and improve stage to ensure each connecting point are well controlled and managed with organization strategies. Chapter 6 are the concluding words and expectation, mainly denotes some shortcomings and insufficient points of the paper and review the main points of the paper.. The author is looking forward to the further guidance and instructions from professors, leaders in business academy and specialist in human resources., and thanks for your precious time.
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