绩效论文：团队化绩效考核体系研究
【中文摘要】随着企业竞争的国际化,人力资源作为企业获取竞争优势的核心要素,变得越来越重要,而团队化在组织有效整合人力资源,并发挥组织人力资源优势方面起着越来越重要的作用。组织的团队化是一个系统的工程,涉及到文化、战略、结构、制度、流程、规范等各个方面的因素,如何在充分利用专业化分工所带来的效率和技能提高的同时,克服职能分割和官僚主义,以及由此带来的对组织文化和运营的伤害,既需要整体的规划,更需要坚持不懈的在细节上的不断完善。传统的绩效考核体系是组织将战略与执行,将组织目标与个人目标结合起来的重要和有效的管理制度,但同时它也可能对组织带来相互倾轧、伤害团结、士气消沉(戴明)等严重的问题,正因如此,绩效考核的团队化更显得迫切和必要。所谓绩效考核的团队化,并非是对传统考核体系的否定,而是以团队合作的视角对传统绩效考核体系进行系统的完善和提高,其是使绩效考核体系既能够提供个人努力的方向和动力、压力,更能够在此基础上有效地促进团队的合作。本文认为,要实现绩效考核的团队化,必须要做到,第一,注重团队化绩效考核文化的形成;第二,团队化绩效考核指标体系的建立;第三,注重团队化绩效考核主体的多样性及其职业素质及个人心理素质的提高;第四,绩效考核周期的灵活性,避免形式化的考核周期;第五,绩效考核方法根据不同团队的工作性质而确定;第六,绩效考核结果的重点应是重沟通而非重结果,重开发而非重奖惩等。本文采用了规范
分析法、系统分析法、比较分析法的研究方法,通过研究国内外在绩效考核体系的团队化方面的前沿成果,广泛阅读绩效考核方面的相关文献,加之丰富的理论基础,对绩效考核体系的团队化策略进行研究,得出了建立团队化绩效考核体系的具体策略流程,为企业团队的绩效考核及控制工作提供了有益的参考。
【英文摘要】With steps of international competition, as the key factor of getting the competition advantages, human resource becomes more important; while the team is playing a more and more important role in integrating human resources and using the advantages of team human resources.Teamwork of organization is a systematic engineering, related with culture, strategy, structure, system, flow, specification and etc. It is a subject for team planning and improving on details on how to avoid the functions partition, bureaucracy and the harm to the organization culture and operation when improving efficiency by taking the full usage of specialization. Traditional performance system is an effective management system which combines team strategy and implementation, team target and individual target; but at the same time it may generate serious problems such as jostle against, team harm, and demoralization. And based on this, the teamwork of performance evaluation is proved to be urgent and necessary.The
teamwork of performance evaluation is not the denying to traditional performance evaluation system, it’s an improvement to traditional performance by teamwork, and its purpose is providing the guidance, motive powder and pressure for individuals, as well as improving the teamwork. The author believes that the following things have to be done to achieve teamwork of performance evaluation. Firstly is the culture of team performance evaluation; secondly is the establish of team performance evaluation index; thirdly is focusing on the diversity of evaluation subjects and the improvement on the professional quality and personal psychological quality; fourthly is the flexibility of performance evaluation cycle, it should not be formalized cycle; fifthly is that the performance evaluation method should be confirmed according to the different job category for teams; and sixthly, the key point of evaluation should be communication and development, not the result, punishments.This paper adopts the standard analysis, systematical analysis, comparative analysis, and has a research on the frontier achievements domestic an overseas, as well as the related articles, and then raises the detailed flow of team performance evaluation system, which provide the reference for team performance evaluation and control in
enterprises.
【关键词】绩效 绩效考核 团队化
【英文关键词】performance performance evaluation teamwork
【目录】团队化绩效考核体系研究 【备注】索购全文在线加好友
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同时提供论文写作一对一指导和论文发表委托服务 摘要5-6背景和依据9-10究目的10
Abstract6
1 绪论9-14
1.1 研究1.2.1 研
1.2 研究目的和意义10-11
1.2.2 研究意义10-111.3 研究的主要内容
1.3.2
和创新点11-12研究的创新点12状及理论基础14-2314-1515-16
1.3.1 研究的主要内容11-121.4 研究方法12-142.1 研究现状14-15
2 国内外研究现2.1.1 绩效
2.1.2 绩效考核152.2 绩效考核的目的
2.4 绩效考核2.4.2 平2.4.4 其他模式3 传统绩效考核
2.3 绩效考核的PDCA 循环16-18
2.4.1 目标管理法18-19
的不同模式18-21衡计分卡1920-21
2.4.3 标杆管理法19-20
2.5 绩效考核的团队化21-23
体系的现状分析23-31工作的性质23-25标23-2424
3.1 在绩效指标体系设计中违背组织3.1.1 缺少团队指标或者过于突出个体指
3.1.2 过于强调指标和指标标准的量化与客观性
3.1.3 绩效考核指标的权重上缺少对团队协作重视
24-253.2 绩效考核实施过程形式化25-283.2.1 绩
效考核主体确定的形式化25-26形式化26-282828
3.2.2 绩效考核主体评价的
3.2.3 绩效考核周期确定的形式化
3.2.4 绩效考核方法等方面也存在形式化的问题3.3 绩效考核结果应用的功利化28-31
3.3.1 重结
4 团
果不重沟通28-303.3.2 重奖惩不重开发30-31
队化绩效考核体系策略31-46立31-33
4.1 团队化绩效考核文化的建
4.2.1
4.2 团队化绩效考核指标体系33-40
团队化绩效考核指标33-3838-4040-42
4.2.2 团队化绩效考核指标权重
4.3 团队化绩效考核方法及主体的确定4.3.1 360 度绩效考核法40-41
4.3.2 团队化
绩效考核主体41-4242-43
4.4 由绩效性质确定的绩效考核周期
4.5.1 4.5.3 支
4.5 团队化绩效考核的主要内容43-44
4.5.2 周边绩效考核43-444.6 团队化绩效考核结果的应用
任务绩效考核43持绩效考核4444-46-5546-47
5 案例分析——SGMW 公司团队化绩效考核体系的应用5.1 公司简介46-505.1.2 SGMW 体系47-50
5.1.1 SGMW 的背景5.2 SGMW 的研发团队运
用的团队绩效考核体系50-54系的应用效果分析54-55文主要结论55-56献57-60
5.3 SGMW 研发团队绩效考核体6 结论与展望55-57
6.1 本参考文发表的学术论
6.2 进一步研究方向56-57
个人简历61
致谢60-61
文61
