华众公司绩效考核体系改进方案研究 随着知识经济时代步伐的加快，技术创新的加速，产品生命周期逐渐缩短， 制造业成本越来越高，市场竞争也更趋剧烈，企业面临着严重的挑战和冲击。人 力资源的开发与管理作为企业竞争成败的关键因素，而绩效考核又是人力资源管 理体系中重要的评价工具之一，对于提升企业的竞争力起着非常重要的推动作用， 因此，无论企业处在哪个发展阶段，进行科学的绩效管理都已经成为企业势在必 行的头等大事。如果缺乏合理有效的绩效管理，组织和个人的业绩得不到提升， 组织必然适应不了激烈并且残酷的市场竞争，最终结果是被市场淘汰。 本文研究目标是利用绩效管理的理论、方法，优化并建立一套完整可行的华 众企业绩效管理体系，提高华众企业人力资源管理水平，进而提升企业在激烈的 汽车零部件制造行业中的市场竞争能力。 本论文通过分析华众公司目前考核体系中存在的问题，以及我国制造业现状， 针对华众公司绩效考核存在的问题，提出了新的华众公司绩效考核评价体系。并 着重研究了华众公司人员考核流程、考核方法、考核周期以及考核体系实施保障 等，提出了目标、沟通的考核模式，并制定了一套科学合理可行的考核体系，并 将考核结果与员工薪资相挂钩，激发员工的积极性，进而提高企业的核心竞争力。 关键词： 人力资源管理 绩效考核方法 华众公司Abstract Improvement of HZ Performance Evaluation System  Be accompanied by the acceleration of Knowledge Economy Period and the Speeding up of Technology Innovation, the company is facing with more and more challenges and assaulting causing the shorten of Product revolution, rising of manufacture cost and the increasingly fiercer market competition. Therefor the development and management of human resources would be the key competitive power of company which has become the key factor of success. The Performance Appraisal which is one of the most important assessment tools of human resources system plays a giant promoting role by increasing of the company competitive power. Accordingly the execution of performance appraisal would be necessary in whichever period of company development. Finally the company would be eliminated through the market competition without effective performance management, causing the performance of business organization or individuality could not be promoted and in addition the company could not adapt the powerful market competition. The theme of this thesis is aim to consider with the theory and method of performance management to built-up and optimize one system of Huazhong Performance Appraisal Management, to increase the level of control by human resources management, in addition to elevate the market competition power of company. According to the current situation of internal manufacturing and the presented difficult of performance appraisal in company, combined with the assessment system at present, this thesis points out one brand new Performance Appraisal System of Huazhong Company, within the further research for the process, method, revolution and system of human resources assessment, by pointing out a new target and communication model and one scientific, reasonable system of appraisal. The paper provide a new performance evaluation system of HuaZhong company by analyzing current existing problems, as well as the present situation ofmanufacturing industry in our country.especially focous on the staff evaluation process,method,period,and implementing guarantee,etc., put forward the target, the evaluation mode of communication, and develop a set of scientific and reasonable evaluation system, to make a combination between the assessment results and remuneration, thereby to stimulate the enthusiasm of the staff,and enhance the core competitiveness of enterprise。 Key words： Human Resources/Performance Appraisal/ Huazhong Company目 录 第 1 章 绪论.................................................................................................................. 1 1.1 论文的选题背景与研究意义 ............................................................................ 1 1.1.1 选题背景 .................................................................................................... 1 1.1.2 研究意义 .................................................................................................... 2 1.2 研究目的和课题来源 ........................................................................................ 2 1.2.1 研究目的 .................................................................................................... 2 1.2.2 课题来源 .................................................................................................... 3 1.3 研究框架与思路 ................................................................................................ 3 1.4 结构和研究内容 ................................................................................................ 3 第 2 章 论文相关理论综述.......................................................................................... 5 2.1 工作绩效基本理论 ............................................................................................ 5 2.2 绩效管理基本理论 ............................................................................................ 6 2.3 绩效考核系统 .................................................................................................... 7 2.4 绩效考核管理流程 ............................................................................................ 8 2.5 绩效考核方法 .................................................................................................... 9 2.5.1 关键绩效指标（KPI）法 .......................................................................... 9 2.5.2 全视角考核法 ............................................................................................ 9 2.5.3 目标绩效考核法 ...................................................................................... 10 2.6 国内外绩效考核研究综述 ...............................................................................11 2.6.1 国外绩效考核研究概况 ...........................................................................11 2.6.2 国内绩效考核现状及存在的问题 .......................................................... 12 第 3 章 华众公司绩效考核体系现状及问题研究.................................................... 14 3.1 华众公司简介 .................................................................................................. 14 3.2 华众公司绩效考核体系现状 .......................................................................... 15 3.2.1 考核对象 .................................................................................................. 15 3.2.2 考核方法及考核流程 .............................................................................. 15 3.2.3 考核成绩分值比例的组成 ...................................................................... 16 3.2.4 考核的结果应用 ...................................................................................... 16 3.3 华众公司绩效考核体系问题分析 .................................................................. 173.3.1 考核缺乏系统性的认识 .......................................................................... 17 3.3.2 考核目标不明确 ...................................................................................... 17 3.3.3 没有支撑性的考核制度 .......................................................................... 18 3.3.4 考核没有沟通、反馈与评价机制 .......................................................... 18 3.3.5 绩效考核指标与公司目标脱节 .............................................................. 19 3.3.6 考核者自身问题 ...................................................................................... 19 第 4 章 华众公司绩效考核体系再设计.................................................................... 20 4.1 华众公司绩效考核体系建立的指导思想和原则 .......................................... 20 4.1.1 绩效考核体系建立的指导思想 .............................................................. 20 4.1.2 绩效考核体系建立的目的和原则 .......................................................... 20 4.2 华众公司绩效考核的对象、考核频次及组织结构 ...................................... 21 4.2.1 绩效考核