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论文编号：	5795
作者编号：	2120112531
上传时间：	2013/12/4 19:33:55
中文题目：	D公司绩效管理系统研究
英文题目：	Performance Management System Research of D Company
指导老师：	薛有志
中文关键字：	绩效管理;关键绩效指标KPI;平衡计分卡;人才管理
英文关键字：	Performance Management;Key Performance Indicators;BSC;Personnel Management
中文摘要：	作者所在的D公司隶属于美国D集团，D集团成立于1969年，主营业务为工业仪器及设备，在全球仪器公司排名中位列榜首，2011年销售额达到161亿美元，增长28%。D集团在全球共有近60000名员工。而且最近几年发展非常迅猛，自2003年以来，投资者的累计回报率高达229%，在工业领域的企业中中排名第一。作为D集团在中国最大的生产制造厂，D公司虽然采用同D集团相同的管理体系，但是由于地域与文化的差异，在日益激烈的市场竞争中，问题凸显。作者通过问卷调查以及部分员工面谈的方式发现，当前D公司绩效管理系统的主要问题有：绩效考核指标不科学；缺乏跨部门的横向评价；绩效管理目标与公司战略目标相背离；缺乏有效的沟通机制；绩效考核流于形式等等。而且发现员工对于当前绩效管理的满意度很低,只有5%。为了提高公司绩效，促进人才成长与保留，建立以人才为导向的战略管理体系，我们需要对D公司现有的绩效管理系统进行再设计，进行改进与优化。对于具体的D公司绩效管理的解决方案主要有两个方面，一个方面是对员工绩效指标体系的再设计，根据D公司的使命，远景以及战略目标转换成公司的战略地图，并且应用平衡计分卡与关键绩效指标等工具，将D公司的战略目标细分为部门与员工的关键绩效指标。增加横向评价考核机制以及对应的及时、充分的培训，改善D公司的绩效管理系统，为公司实现战略目标打下坚实的基础。另一个方面是对现有的绩效管理流程的优化，主要体现在增加年中评审阶段，增加管理者与员工间的双向的沟通，以及部门间的横向评价。本文通过对D公司绩效管理系统的重新设计与优化，通过试运行半年后的前后对比进行分析与总结，得出如下结论：绩效管理需要跟公司的战略进行挂钩，沟通与反馈是非常重要且必须的以及强调绩效管理系统需要更加的柔性化。本人希望通过如上的分析，能够为类似的在华外资制造型企业提供一定的参考与借鉴并给相关管理者以思考和启示。
英文摘要：	D company, belongs to the D group of the United States, the group was founded in 1969, with the industrial instruments and equipment for the main business of the Multi-National Corporation, 2011 sales of $16.1 billion, growth of 28%, in the global top instrument company. The D group is developing rapidly, since 2003, the cumulative investors return rate as high as 229%, in the field of industry ranked first, the company has nearly 60000 employees in the world. As the D group in China's largest production factory, D company use the same performance management system, but the problems occurs and become more and more worse due to different location and culture. Through questionnaires and interviews some of the staff the way we found that the current performance management system Company D major problems facing the following aspects: performance management objectives and corporate strategic goals disjointed. KPIs are not defined with SMART rules and lack of interdepartmental assessment and communication between managers and employees. And found staff performance management for the current satisfaction is very low, only 5%. We know that in today's world, competition between companies has actually evolved into a competition between talents, how to train the core talent and retain key persons has become a key concern of each company. Therefore, in order to establish a talent -oriented strategic management system, we need the D company's existing performance management system redesign for improvement and optimization. The specific performance management solutions to D company has two aspects, one aspect is to redesign the KPI system of D company, and use the tools of KPI and BSC and the others, get the strategy map of D company according to the strategy objectives, and then break down the company's strategic objectives into the goals of departments and employees performance indicators. Add the inter-department assessment and evaluation to optimize the PMS of D company. Another aspect is the existing performance management process optimization, mainly reflected in the increase year review stage, between managers and employees to increase two-way communication, as well as inter-sectorial horizontal evaluation. Based on the performance management practice of D company as the research case, we can get the conclusion by comparing the satisfaction rate before and after, the conclusions are: performance management should be linked with strategy development. The communication is very important and necessary. The performance management system should be flexible when the inside & outside environment is changed. The authors hope that through this case analysis, find out the general law of the establishment of enterprise performance management system effectively applied, to provide reference to similar enterprise performance management confusion, to the relevant managers to the thinking and enlightenment.
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