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论文编号：	15720
作者编号：	2320234058
上传时间：	2025/12/9 16:02:36
中文题目：	A公司战略人力资源管理导向下的员工绩效管理体系变 革研究
英文题目：	A Study on the Reform of the Employee Performance Management System under the Guidance of Strategic Human Resource Management of Company A
指导老师：	杨斌教授
中文关键字：	组织重塑；战略人力资源管理；绩效变革；关键绩效指标
英文关键字：	Organizational restructuring; Strategic human resource management; Performance transformation; Key performance indicators
中文摘要：	本文以电动两轮车行业 2024 版《新国标》实施引发的技术升级、竞争格局 重塑为背景，聚焦 A 公司从“制造型企业”向“科技化、全球化企业”战略转 型中，从战略规划到战略落地对人力资源提出一系列挑战和诉求，要求企业从 传统人力资源管理向战略人力资源管理转型，但经多轮尝试落地效果均不明显 的情况下进行研究；经归因分析，员工绩效管理体系与战略目标脱节、人才结 构失衡、组织能力不足等核心矛盾，阻碍了战略人力资源管理的转型。本文将 重点探讨基于组织变革理论、战略人力资源管理理论及“先人后事”的理念， 构建适配战略的员工绩效管理体系，以破解其转型瓶颈。 本研究采用文献研究、标杆分析、实证研究及方案设计法，首先诊断出企 业现行员工绩效管理体系存在的四大问题：战略适配不足、分层分类理念缺失、 过程赋能薄弱、结果应用单一。基于此，以“战略锚定、分层分类、发展赋能、 动态适配”为原则，设计战略人力资源导向的员工绩效管理体系。在绩效指标 体系上，将企业战略目标转译为 A 公司“战略五力”，通过“战略地图、CSF、 KPI”三级映射，实现公司战略向个人目标的穿透；在纵向分层上，区分决策层、 执行层、操作层，差异化设置考核周期与指标；在横向分类上，聚焦战略关键 领域，输出研发领域、营销领域，制造领域的针对性考核建议性方案；同步构 建“协商式目标制定、赋能型过程辅导、发展型绩效反馈”的过程机制，及“职 业发展—培训开发—激励机制”联动的结果应用体系。为保障体系落地，从战 略人力资源模块协同、组织文化、技术系统、风险应对四维度制定保障机制。 研究成果不仅解决了 A 公司“战略、绩效、人才”的脱节问题，支撑其战 略转型目标的实现，也为电动两轮车行业头部企业战略转型期的员工绩效管理 变革提供实操框架，同时丰富了“先人后事”理念在中国制造企业的实证应用， 为战略人力资源导向的员工绩效管理体系变革提供理论与实践参考。
英文摘要：	This thesis takes the implementation of the 2024 version of the "New National Standard" in the electric two-wheeler industry as the background, which has triggered technological upgrades and reshaped the industry landscape. It focuses on the strategic transformation of Company A from a "manufacturing enterprise" to a "technology-driven and global enterprise", highlighting the series of challenges and demands placed on human resources from strategic planning to implementation. It requires the enterprise to transform from traditional human resource management to strategic human resource management. However, despite multiple attempts, the implementation effect has been unsatisfactory. Through attribution analysis, it is found that the disconnection between the employee performance management system and strategic goals, imbalanced talent structure, and insufficient organizational capabilities are the core contradictions hindering the transformation of strategic human resource management. This thesis will focus on exploring the construction of an employee performance management system that is compatible with the strategy based on organizational change theory, strategic human resource management theory, and the concept of "people first, then business", in order to break through the transformation bottleneck. This study adopts methods such as literature review, benchmarking analysis, empirical research, and solution design. Firstly, it diagnoses four major problems existing in the current employee performance management system of the enterprise: insufficient strategic alignment, lack of hierarchical and classified concepts, weak process empowerment, and single application of results. Based on this, it designs a strategic human resource-oriented employee performance management system transformation with the principles of "strategic anchoring, hierarchical and classified, development empowerment, and dynamic adaptation". Firstly, clarify the connection between the overall strategy and the employee performance management system. Through the analysis of A Company's financial and human resource data over the past three years, combined with in-depth interviews with senior executives and core employees as well as employee questionnaires, it was diagnosed that the current employee performance management system has four core problems: insufficient strategic alignment, lack of stratification and classification concepts, weak process empowerment, and single result application. The root causes of these problems lie in the cultural layer's cognitive bias of "short-term performance supremacy and human cost thinking", the institutional layer's mechanism deficiencies of "absence of strategic compensation and lack of incremental incentives", and the technical layer's insufficient tool support of "lagging system functions and coarse data granularity", all of which have led to the inability of the employee performance management to meet the demands of the "technological and global" strategy. Secondly, construct an employee performance management system oriented by the overall strategy. Based on the principles of "strategic anchoring, stratification and classification, development empowerment, and dynamic adaptation", a four-dimensional integrated employee performance management system is designed. In the indicator system, the traditional balanced scorecard is restructured into a localized system deeply integrated with A Company's "five strategic forces", achieving effective transmission of "group strategy, departmental goals, and individual tasks" through a three-level mapping of "strategic map - key success factors-key performance indicators". In the vertical stratification, the decision-making level (senior executives), execution level (middle management), and operation level (front-line staff) are distinguished, and different assessment indicators and corresponding weights are set based on different strategic responsibilities, forming targeted support for the implementation of the strategy through employee performance. In the strategic key areas, differentiated plans are designed for the three core transformation areas of R&D, marketing, and manufacturing to enable each department to "focus on one goal". In the process and application, a full-cycle mechanism of "negotiated goal setting, empowering process guidance, and development-oriented performance feedback" is constructed, and the performance results are deeply linked with "career development, training and development, and incentive mechanisms" to form a closed loop of "performance driving strategy and talent driving performance". Thirdly, a multi-dimensional guarantee mechanism for the implementation of the system is designed. To ensure the coordinated implementation of the performance system with the strategy and talent, guarantee measures are constructed from four dimensions. First, strategic human resource module coordination: strategic recruitment is used to reserve strategic talents one to two years in advance, and the "70-20-10" model is adopted for strategic development to enhance employees' ability to meet organizational needs, and strategic incentives are tilted towards strategic key positions. Second, organizational and cultural guarantee: the operation and management center is defined as the "strategic performance information hub", and the human resource center is defined as the "system architect". The performance culture is permeated through the "C-E-A cycle", and the "strategic performance culture coach certification" is implemented to ensure that middle management conveys the strategy. Third, technical and system guarantee: a "five-level progressive" performance data middle platform is built, connected to systems such as MES and CRM to achieve real-time collection of strategic data, and an intelligent early warning board is developed to identify signals of disconnection in "strategy and execution, resources and goals, market and expectations". Fourth, risk response guarantee: for five core risks such as cultural conflicts and data distortion, a control strategy of "threshold triggering, hierarchical response, and responsibility closure" is designed. Finally, verify the practical and theoretical value of the strategic human resource-oriented employee performance management system. From the practical perspective, this system directly serves the implementation of A Company's strategy: through indicator reconstruction, incentive tilt, and flexible assessment to enhance strategic goals. From the industry perspective, it sorts out the "logic of change" of "new national standards technical requirements, strategic transformation, strategic human resource transformation, and performance adjustment", providing an operational framework of "R&D project-based performance, marketing segmented performance" for peers such as Yadea and Ninebot, filling the gap in the strategic performance system of the electric two-wheeler industry. From a theoretical perspective, integrating the concept of "people first, then business" with strategic human resource management, refining the logical chain of "strategic talent reserve, performance system alignment, and strategic goal implementation", and supplementing the localized application experience of the balanced scorecard in the transformation of manufacturing enterprises.The study results not only solve the disconnection problem between "strategy-performance-talent" of Company A, supporting the realization of its strategic transformation goals, but also provide an operational framework for the performance management transformation of leading enterprises in the electric two-wheeler industry during the strategic transformation period. At the same time, it enriches the empirical application of the "people first, then business" concept in Chinese manufacturing enterprises, providing theoretical and practical references for the transformation of strategic human resource-oriented employee performance management systems.
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