發(fā)布時(shí)間：2018-03-14 09:21

  本文選題：績效　切入點(diǎn)：考核體系　出處：《沈陽大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：B鐵路機(jī)械公司是一家主要以鐵路線路養(yǎng)護(hù)機(jī)械的設(shè)計(jì)、生產(chǎn)、試驗(yàn)為主要經(jīng)營的公司,最近幾年發(fā)展迅速,但是該公司在績效考核方面存在著一些問題:一是績效考核與鐵路機(jī)械公司戰(zhàn)略與文化匹配度不夠;二是職務(wù)分析不清晰;三是績效考核溝通不暢通;四是績效考評時(shí)間不適度;五是績效考核的透明度不夠;六是績效考評體系不健全等。本文采用了案例分析法、文獻(xiàn)研究法、訪談?wù){(diào)研法等多種方法對B鐵路機(jī)械公司的現(xiàn)有績效考核體系進(jìn)行了分析,找出了問題。針對以上問題,本文認(rèn)為應(yīng)該重新對該單位績效考核體系進(jìn)行設(shè)計(jì)研究,不斷提升企業(yè)凝聚力。本文主要包含以下五個(gè)部分:第一部分為緒論,闡述研究背景和意義;第二部分是績效考核的相關(guān)理論研究及績效指標(biāo)評估法、目標(biāo)管理法、360度績效考核法、平衡計(jì)分卡法進(jìn)行分析;第三部分是對B鐵路機(jī)械公司現(xiàn)有績效考核體系進(jìn)行分析,找出B鐵路機(jī)械公司績效考核中存在的問題和不足;第四部分是通過對B鐵路機(jī)械公司績效考核體系重新設(shè)計(jì)研究,結(jié)合B鐵路機(jī)械公司職位說明書和對績效指標(biāo)的層層分解,解決了B鐵路機(jī)械公司與戰(zhàn)略目標(biāo)脫節(jié)的問題,形成了一整套的績效考核體系;第五部分是結(jié)論與展望,總結(jié)了論文的不足和提出建議和措施。本研究對與之類似的鐵路機(jī)械公司起到了一定的借鑒意義和參考價(jià)值。
[Abstract]:B Railway Machinery Company is a company mainly engaged in the design, production and testing of railway line maintenance machinery. It has developed rapidly in recent years. However, there are some problems in the performance appraisal of the company: first, the matching degree between the performance appraisal and the strategy and culture of the railway machinery company is not enough; second, the job analysis is not clear; the third, the communication of the performance appraisal is not smooth; Fourth, the time of performance appraisal is not appropriate; fifth, the transparency of performance appraisal is not enough; sixth, the system of performance appraisal is not perfect. This paper analyzes the existing performance appraisal system of B railway machinery company and finds out the problems. In view of the above problems, this paper thinks that the performance appraisal system of this unit should be redesigned and studied. This paper mainly includes the following five parts: the first part is the introduction, expounding the background and significance of the research; the second part is the related theoretical research of performance appraisal and the method of performance index evaluation. The third part is to analyze the existing performance appraisal system of B railway machinery company and find out the problems and shortcomings in the performance appraisal of B railway machinery company. In the 4th part, the problem of the disconnection between B railway machinery company and strategic goal is solved by redesigning the performance appraisal system of B railway machinery company, combining the job description of B railway machinery company and the decomposition of performance index layer by layer. A set of performance appraisal system is formed; part 5th is the conclusion and prospect, summarized the shortcomings of the paper and put forward suggestions and measures. This study has played a certain reference and reference value to similar railway machinery companies.
【學(xué)位授予單位】：沈陽大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.472

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