富维-江森公司技术中心绩效管理方案设计 绩效管理是企业人力资源管理的重要组成部分,也是公司向各级部门及员 工传递战略目标的核心载体。通过合理的绩效目标的设定来明确各级部门及员 工的责任和绩效指标,并且通过评价考核等手段促使部门及个人的绩效目标达 成,从而确保企业本身战略目标的实现。 富维-江森公司前身为床垫生产加工企业,是个典型的传统国企,随后经历 了多次重组及改革，最终于 2001 年 8 月和美国江森自控系统有限公司共同投资， 成立富维-江森公司，两方分别持股 50%。富维-江森公司在一汽集团公司和美国 江森公司的紧密合作下，成立技术研发中心，将新技术投入到全内饰的设计和 生产等领域。富维-江森公司的技术中心作为公司的研发部门，掌握企业的核心 创新及技术资源，在公司中承担产品研发、技术服务、解决技术难题的角色， 在新产品研发的同时也是企业更早介入项目的一种有效手段，增加企业拿到新 项目的机会。随着研发部门的重要性提高,公司对研发部门的重视程度也日益提 高，技术管理及研发人员的绩效情况问题也日渐引起公司的重视。研究技术中 心技术研发人员的绩效管理对公司更好的留住技术资源、提高研发能力、提高 企业的核心竞争能力具有极其重要的意义。 本文从理论研究入手,综合运用文献研究、访谈等相结合的方法开展研究, 分析了富维-江森公司技术中心绩效管理存的问题：在个人绩效指标与公司的战 略目标脱节；绩效指标设置不够科学、合理；忽略了绩效考核与评价；绩效指 导过程的缺失及其他绩效管理环节等问题。分析了导致这种问题的原因,针对相 关问题提出了改进富维-江森公司技术中心绩效管理方案构建的原则：战略性、 公开、公平、双向沟通、激励原则等。并结合公司的管理文化在绩效目标制定 与下达、绩效的辅导与反馈、绩效的跟踪与评价、绩效评价结果及运用等方面 优化了富维-江森公司技术中心绩效管理方案。在改进富维-江森公司技术中心II 绩效管理的研究中,借鉴了平衡计分卡、关键绩效指标等方法。在绩效计划阶段 强调运用科学方法对绩效指标进行分解,以确保公司的战略目标的贯彻和执行。 在绩效辅导环节强调沟通和管理者的责任 ,在绩效结果运用方面强调绩效改进 和与人力资源其他职能的衔接。 本文为了保障管理方案的顺利实施，对富维-江森公司技术中心绩效管理方 案结合公司人力资源职能进行了实施保障方面的设计，包含了组织、制度、人 员方面的设计，以求提高高层的重视度、提高员工的积极性、确保绩效管理的 公平性等。 关键词: 绩效管理 绩效计划 绩效考评III Abstract Performance Management Design For Technology Center of Changchun Faway-Johnson System Co., Ltd Performance management is an important part of human resource management, but also deliver effective carrier company's strategic objectives. By effectively setting clear performance goals and accountability at all levels of staff and performance indicators, and to promote the realization of performance objectives by evaluation tools, and finally reach to achieve corporate strategic objectives. As a typical state-owned enterprises, Faway - Johnson controls, formerly known as mattress production and processing enterprises, is a typical state-owned company, then restructuring and reform many times, and eventually in August 2001 the Johnson controls system co., LTD is a joint venture established in Changchun Faway - Johnson controls co., LTD. both sides has a 50% stake, respectively. Under the close cooperation of establishment of technology research and development centers, to put new technology into the interior design and production, etc. As the research and development department, grasp the core of enterprise innovation and technology resources, In the company to undertake product development, technical services, solve the technical problems, the role of the new product development and enterprise earlier intervention project is an effective means, to increase the chances of enterprise to get the new project. With the increasing importance of research and development department, the company's emphasis on research and development department level also is increasing day by day, technology management and R&D personnel performance issues are also increasingly cause the attention of the company. This article obtains from the theoretical research, the integrated use of literature study, interview with the combination of methods, such as research, analyzes the Faway - Johnson company technology center performance management of the problem: in the individual performance index with the strategic goals of the company; Performance indicators set not enough scientific and reasonable; Ignoring theIV performance appraisal and evaluation; The lack of performance guide process and other issues of performance management link. Analyzes the cause of this problem, in view of the problems related to propose to improve the Faway - Johnson company technology center performance management solutions to build principle，including strategic, openness, fairness, two-way communication, the principle of incentives, etc. Combined with the company's management culture and performance in the performance goal setting and counseling and the tracking and feedback, performance evaluation, performance evaluation results and application aspects of optimizing the Faway - Johnson company technology center performance management solutions. In the center of the improved technology of Faway Johnson performance management research, draws on the balanced scorecard, key performance indicators, etc. In performance planning stage emphasizes using the scientific method to decompose of performance indicators, in order to ensure the implementation of the company's strategic goal and execution. In performance counseling section emphasizes the communication and management responsibility, emphasis on performance improvement in the performance results using and other functions of cohesion and human resources. In order to ensure the smooth implement of the management plan, the rich d - Johnson company technology center performance management solutions company human resource functions for the implementation of the design of the security, contains the aspects of the design organization, system, personnel, in order to improve the high-level attention degree, improve the staff's enthusiasm, to ensure the fairness of performance management, etc. Keywords: Performance Management，Performance Plan，Performance EvaluationIV 目 录 第 1 章 绪论........................................................................................... 1 1.1 研究背景 ........................................................................................ 1 1.2 研究意义 ........................................................................................ 3 1.3 研究方法与内容 ............................................................................ 4 第 2 章 富维-江森公司技术中心绩效管理问题及原因分析............. 6 2.1 公司概况 ........................................................................................ 6 2.2 技术中心绩效管理现状 .............................................................. 10 2.3 技术中心绩效管理存在的问题及原因分析.............................. 13 第 3 章 富维-江森公司技术中心绩效管理方案设计......................... 19 3.1 技术中心绩效计划 ...................................................................... 20 3.2 技术中心绩效实施 ...................................................................... 29 3.3 技术中心绩效考核与评价 .......................................................... 31 3.4 技术中心绩效的反馈及应用 ...................................................... 38 第 4 章 富维-江森公司技术中心绩效管理方案实施保障............... 44 4.1 绩效管理方案实施组织与制度保障.......................................... 44 4.2 绩效方案实施人员保障 .............................................................. 46 结 论 ..................................................................................................... 48