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论文编号：	274
作者编号：	2120062346
上传时间：	2008/12/11 1:35:29
中文题目：	JB公司员工绩效管理体系设计及评
英文题目：	JB company employee performanc
指导老师：	任兵
中文关键字：	绩效管理;绩效考核;激励;房地产<
英文关键字：	performance management;perform
中文摘要：	绩效管理在人力资源管理体系中占有举足轻重的地位，诸多学者对绩效管理理论的研究也进行得如火如荼。但在实际操作中，各个行业、各个企业对绩效管理的理解各不相同，导致实践与理论研究的结果相去甚远。 本文以JB公司作为研究对象，在研究了绩效管理等相关理论及其发展趋势的基础上，并且结合房地产行业特点和JB公司企业特点，介绍了JB公司绩效管理体系的设计现状。2005年，笔者作为亲历者和体系的建立者之一，改变了原始的靠总结来作为考核的方式，开始采用目标管理与绩效管理相结合的方式建立了绩效管理体系：根据企业的经营目标，分解到各个部门和员工，员工根据工作目标来制定业绩考核的衡量标准；在绩效考核过程中，采用业绩考核与素质考核双重考核标准，提升员工综合素质；由员工本人进行自评、部门经理进行初评、总经理进行复评，并且注重企业与员工的双向沟通，引用申述机制，争取做到公平、公正。 JB公司的绩效管理体系在近几年的运行过程中发挥了其效用，但在设计上仍有不完善的地方需要改进：绩效考核中不同被考核者考核尺度出现偏差、激励机制还不健全、绩效管理体系的培训还不到位。针对这些问题，在研究适于本公司情况的先进绩效管理相关理论的基础上，将绩效管理、目标管理、激励理论等等相结合，并且根据本公司的特点和情况，提出了相应的改进方案：为了强化绩效考核的标准化，重新修订岗位说明书，并且加强考核中员工自评和部门经理初评的作用，使考核结果更准确；强化绩效管理体系中的激励机制，将物质激励与精神激励相结合，更大限度的发挥员工的能动性；此外，对绩效管理的水平仍需加强，强化管理者对绩效的认知同时加强人力资源管理部门自身的素质和能力。 通过对JB公司绩效管理体系设计的介绍、分析，提出改进方案设计，目的是建立完善的绩效管理体系，使企业的绩效管理与员工的自身发展紧密相连，进而为企业的战略发展提供支持。
英文摘要：	Performance management is of great importance in HRM system and is studied in many research papers nowadays. However, in practice, different industries and en-terprises have varied understanding toward performance management, causing a mismatch between theory and practice. With several basic researches done on the theory of performance management, as well as its development trend, and operating features of JB Company, the paper thoroughly studies about the current statement of JB Company’s performance man-agement system design. In 2005, as one of the builders of the management system who witnessed and experienced, the writer has originally changed the traditional testing method con-cerning personal summary, and applies a system combining goal management and performance management. In this system, which separates the company’s operating goal to every department and employee, employees are asked to set up a certain as-sessment standard based on their working goal. While conducting assessment, em-phasis both on performance and quality of the employees, helps to promote the over-all quality of employees. Meanwhile, to guarantee justice and fair, process includes employee’s self-evaluation, department managers’ initial evaluation and general manager’s final assessment, which helps JB to attach importance on communication with its employees by offering a communication channel featuring fairness. JB Company’s performance system plays its due role in daily operation. How-ever, there is still room for improvement. For instance, assessors need to follow the standards strictly while evaluating employees; better incentive mechanism is still needed and performance management training need to be carried out in a more proper manner. To address the problems, this study makes several suggestions based on the realities of JB: reset position instruction so as to standardize performance evaluation; enhance self-evaluation among employees and initial evaluation by department man-agers to get more precise results; intensify the incentive mechanism in performance management providing both material and spiritual incentives to fully tap employees’ potential; also, take measures to make performance management more recognized among company’s leaders and improve the ability and quality of the HRM depart-ment. This paper aims at establishing an improved performance management system through introduction, analysis and plans for improvement of the JB company’s per-formance management system, to link up performance management and employees’ career development in enterprises, thus supporting enterprises’ strategic development.
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