摘要
人力资源管理的好与坏,同企业是否能够取得成功有着密切的联系。而在人力资源中,其中一个关键的部分,就是如何将员工同企业的利益联系起来,实现双赢,从而提高员工的工作积极性。而绩效管理,作为人力资源管理的核心组成部分,则较好的扮演了联系纽带角色。通过绩效管理,能够将员工的个人目标与企业的战略目标统一起来,从而推动双赢局面的实现。借助良好绩效管理的开展,让每一位员工明确自身的岗位职责同企业的发展战略之间的联系,在企业获得收益的同时,实现员工的激励。
本文以HK公司作为研究对象,对其绩效管理进行深入的研究和探析。本研究开展过程中,笔者借助座谈、问卷调查等形式,联系实际工作,对HK公司在绩效管理方面存在的问题进行分析,并发现HK公司在体制发展和体系建设上均存在一定的问题。在体制发展方面,由于HK公司在进行组建时,是按照“一个萝卜一个坑”的原则去进行建设的,随着公司的不断发展,这种传统的体制已经在很大程度上限制了HK公司的发展。在体系方面,无论是绩效考核体系、选拔和培训体系,还是职业规划体系,都存在一定的缺陷。HK公司出现问题,一方面是基于其自身的客观因素的影响,另一方面也是很多企业的通病。
HK公司的绩效管理问题对于企业发展来说,是必须要进行解决的问题,只有解决的好,才能够促进自身获得持续健康的发展,获得自身竞争力的提升。基于上述分析的结果,本文提出了HK公司绩效管理的改进措施,主要包括绩效计划的制定、绩效考核的而评价以及绩效结果的应用,同时,为了保障绩效管理改进措施的顺利有效进行,还提出其实施保障措施,如企业管理者要高度重视,对企业组织结构进行合理的调整,加强全员性质的绩效管理培训,加强绩效辅导沟通,以及构建员工职业发展管理体系。
关键词:人力资源;绩效管理;HK公司
Case Study of Employee Performance Management in HK Company
Abstract
Human resources management is good and bad, with the enterprise can be successful to have a close relationship. And in human resources, one of the key part is how to employees and business interests linked to achieve a win-win situation, so as to improve the enthusiasm of the staff work. The performance management, as the core component of human resources management, is better to play a link role. Through performance management, employees' personal goals can be unified with the strategic objectives of the enterprise, so as to promote the realization of a win-win situation. With the development of good performance management, so that each employee clearly their own job responsibilities and business development strategy between the link in the enterprise gains at the same time, to achieve the incentive of employees.
In this paper, HK company as the research object, its performance management in-depth study and analysis. In the course of this research, the author analyzes the problems existing in the performance management of HK companies by means of discussion and questionnaires, and finds that HK companies have certain problems in system development and system construction. In the institutional development, as the HK company in the formation, is in accordance with the "one radish a pit" principle to carry out the construction, with the company's continuous development, this traditional system has largely limited the HK company development of. In the system, whether it is performance appraisal system, selection and training system, or career planning system, there are some flaws. HK company problems, on the one hand is based on its own objective factors, on the other hand is a lot of business a common problem.
HK company's performance management issues for enterprise development, it is necessary to solve the problem, only to solve the good, can promote their own sustained and healthy development, access to their own competitiveness. Based on the above analysis, this paper puts forward the improvement measures of HK company's performance management, including the formulation of performance plan, the evaluation of performance appraisal and the application of performance results. At the same time, in order to ensure the smooth and effective implementation of performance improvement measures, The implementation of safeguard measures, such as business managers should attach great importance to the organizational structure of the rational adjustment, strengthen the full performance of the performance management training, strengthen the performance of counseling and communication, and the construction of employee career development management system.
Key words: human resources; performance management; HK company
目录
摘 要 I
Abstract II
1 绪论 1
1.1 研究目的与意义 1
1.2 研究思路与方法 2
1.3研究内容 4
2 HK公司的员工绩效管理问题 5
2.1 HK公司简介 5
2.1.1 HK公司的概况和运营情况 5
2.1.2 员工绩效管理现状 6
2.2 员工绩效管理案例事件 7
2.2.1 老王的困惑 7
2.2.2 赵经理的为难 8
2.2.3 小胡的不满 9
3 案例分析 11
3.1 理论依据 11
3.1.1 激励理论 11
3.1.2 绩效管理理论 12
3.1.3 员工职业发展理论 14
3.1.4 企业员工绩效管理的方法与工具 16
3.2 HK公司员工绩效管理案例事件分析 16
3.2.1 存在的问题 16
3.2.1.