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论文编号：	5842
作者编号：	2120112793
上传时间：	2013/12/5 12:21:15
中文题目：	多项目团队成员考核与激励制度的研究——以D公司为例
英文题目：	Research on the Performance Appraisal and Incentive System of Multi-project Team Members——A Case Study of D Company
指导老师：	牛建波
中文关键字：	绩效考核，激励，多项目管理，积分制，团队
英文关键字：	Performance Appraisal, Incentive, Multi-project Management, Points System, Team
中文摘要：	现代企业的内外部经营环境正在不断地发生着变化，激烈的市场竞争，不仅包含着产品的竞争，还有技术的竞争、人才的竞争，乃至经营理念的竞争。在激烈的竞争中，人的因素至关重要，如何合理并且有效地考核与激励员工的士气，成为需要企业管理者着重思考和亟待解决的重要课题之一。 D公司曾是R集团的钣金事业部，作为R集团旗下独立运营的子公司不到一年的时间，面临着诸多困难和挑战。由于D公司是多项目同时运行的工作模式，因此迫切需要一套合理且有效的考核与激励制度，首先将项目成员在各个项目中的表现综合起来形成一个多项目综合绩效评价，避免在旧的考核与激励制度下多项目团队成员被分项目独立考核而造成的不公正情况；其次针对项目主导型公司的工作特点和多项目团队成员的特征设计考核与激励制度，实现公正考核与合理激励的目标。笔者作为D公司项目办公室的负责人，经总经理授权，联合人事部门制定多项目并行下的考核与激励制度，监督各项目组成员在多项目并行情况下的表现，给出考核结果，最终将考核结果应用于激励。本研究共分五个部分：第一部分为绪论。该部分对本文的选题背景、意义进行了阐述，对研究方法、思路和可能的创新点作了介绍。第二部分为相关理论回顾。该部分对本研究要使用到的理论工具如绩效考核、激励理论、多项目管理理论进行了回顾。第三部分对D公司原有的项目考核与激励制度的基本情况及由此产生的问题做了论述和分析。第四部分首先分析了建立新制度的必要性；其次对原有制度的突出问题提供了针对性的改善方案，这些方案将作为新制度的重要组成部分；再次构建出符合公司多项目运营情况的、针对项目成员的考核与激励制度，最后分析了新制度有可能面临的问题和对策。第五部分为结论与展望，在得出研究结论的同时明确了新的项目考核与激励制度在今后的工作中可以继续改进的方向。
英文摘要：	The internal and external business environment of the modern enterprise is constantly changing. There is a great variety of competition such as product competition, technology competition, talent competition and the competition of enterprise operation concept in the fierce market competition, and the factor of talent is critical. Therefore, the reasonable and effective performance appraisal and incentive becomes one of the important topics which must be solved by the managers. The D company, former Metal Business Unit of R group, has been independent operating less than one year, facing a lot of difficulties and challenges. The operation mode of D company is parallel processing of projects, so that there is an urgent need for a reasonable and effective performance appraisal and incentive system to aim at all the characteristics of the company and the multi-project team members, to form an integrative outcome, to avoid the unjust performance appraisal and to realize the target of justice evaluation and reasonable incentive. As the representative of project office in D company, authorized by the general manager, I’ve worked with the managers of human resource department to make a performance appraisal and incentive system of the project team members. The function of this system is to supervise the performance of the project team members, giving the results of assessment, and applying the evaluation results to the encouragement finally. This thesis is divided into five parts. The first part is the introduction. In this part, the background, significance, the research methods, ideas and possible innovations are introduced. The second part is the review of the related theories. Some of the theoretical tools to be used in this study such as performance appraisal theory, incentive theory and multi-project management theory have been reviewed. In the third part, I discuss and analyze the basic situation and the problems of the old project performance appraisal and incentive system of the D company. In the fourth part, firstly, I analyze the necessity of the establishment of the new system. Secondly, to solve the outstanding problems of the old system, I provide the improvement plans which will be the important parts of the new system. Then, I build a new performance appraisal and incentive system in accordance with the company's multi-project operations. Finally, I analyze the potential issues of the new system and provide some countermeasures. The fifth part is the conclusion and prospect. In this part, I draw a conclusion of the study and describe the improve directions of the new performance appraisal and incentive system in the future.
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