联系我们

论文查询结果	返回搜索

论文编号：	5860
作者编号：	2120102708
上传时间：	2013/12/5 15:30:19
中文题目：	部门绩效管理存在的问题及改善对策研究-以奥的斯（中国）电梯公司财务部为例
英文题目：	Department performance management problems and improve the countermeasure research- Otis elevator (China) company finance department as an exampl
指导老师：	袁庆宏
中文关键字：	绩效管理 ;部门绩效管理; 平衡计分卡; 戴明环; 学习型企业文化
英文关键字：	Performance management; Department of performance management; BSC; PDCA; Culture of learning organization
中文摘要：	美国著名管理学家彼得.F.德鲁克曾说过：“人是企业的第一资源。”而宝洁公司也在公司文化中提到：“即使我的工厂毁了，只要我的员工都还在，十年之内我可以再造一个宝洁出来。”足见人力资源在企业的发展中起至关重要的作用，是创造企业效益的重要因素。 理论界对于人力资源的研究也日益规范和完善，其中的绩效管理研究就是人力资源管理研究中的重要内容，有效的绩效管理是实现企业目标的关键因素。相对来说组织绩效和个人绩效的研究来讲，部门绩效管理研究的较少。其实，部门绩效管理既是组织绩效内涵的延伸，又是组织绩效和个人绩效之间的一座桥梁，在二者之间起着承上启下的作用；既能体现组织目标分解的中间环节，又能体现员工创造的物理矢量的合力；既能强调部门内部的协同与合作关系，又关注部门间的整体协同而达成组织绩效的实现。 鉴于部门绩效管理的重要性所在，本文对绩效管理和部门绩效管理的理论和方法进行综述，以奥的斯（中国）电梯有限公司财务部为蓝本，通过分析总结了目前部门绩效管理所存在的问题并提出相应的改善方案设计和实现的保障措施。本文采取了规范研究法、比较研究法和实例研究法等。按照研究过程应该遵循的逻辑顺序，学习借鉴前人的成果与经验，根据实践案例，分析并发现问题，提出了一些解决的改进方案。引入了平衡计分卡和戴明环两大工具，结合企业原有绩效系统下的关键绩效指标提出举措以完善部门绩效管理，将部门绩效管理循环在戴明环基础上的不断地持续地提高改善过程。尤其是将部门绩效管理作为学习工具，努力创建或强化学习型企业文化组织和适时建立业绩管理会计的建议成为本论文亮点之处。希望藉此可以对制造业特别是电梯制造业有所帮助，同时也为其他企业带来一些可以借鉴的地方。
英文摘要：	The famous American management scientist Peter F. Drucker once said: "who is the first resource of the Enterprise?" And Procter & Gamble Company is referred to in the company culture: "even if my factory destroyed, as long as my employees are still, I can create a P&G out within a decade." It serves to show the human resource plays a vital role in the development of the enterprise, is an important factor to create enterprise benefits. Theoretical investigations of the human resources are increasingly standardize and perfect, at present the study of human resources management module mainly focus on: strategic management of human resources, organizational structure design and job analysis, performance management, salary management, training and development, and so on. Among them, the performance management research is an important part in the study of human resource management; effective performance management is the key factor to realize business goals. Relative to organizational performance and individual performance, department performance management research is less. In fact, the department of performance management is an important part of the organization performance and an extension of the connotation, is a bridge between organizational performance and individual performance, the essential role between them; Can not only reflect organizational goal decomposition of the intermediate links, and can reflect the physical vector resultant force of employees; Can not only emphasizes the inter-departmental coordination and cooperation relations, and focus on overall coordination between departments and the realization of the organizational performance. Given the importance of the sector performance management, in this paper, the performance management and department performance management theory and method were reviewed, with Otis elevator (China) co., LTD., the finance department, through the analysis summarized the problems currently existing in performance management and proposes the corresponding improvement scheme design and implementation of security measures. This article takes the normative study method and comparative research method and instance, etc. According to the research process should follow the logical order, to learn from predecessors' achievements and experience, according to the practical case, analysis and found the problem, and puts forward some solutions to improve. Introduced the balanced scorecard and Deming circle two tools, combined with the enterprise original performance under the system of key performance indicators (KPI) put forward the measures to improve department performance management, the department performance management cycle based on the Deming circle of sustained continuously improve the process. The department performance management as a learning tool, in particular, efforts to create or strengthen the learning corporate culture organization and timely performance management accounting advice becomes a bright spot in this paper. Hope this can help in manufacturing, especially in elevator manufacturing, at the same time also can bring some reference for other enterprises.
查看全文：	预览  下载(下载需要进行登录)