广东银家机电公司中层管理人员绩效管理方案研究 近年来，随着我国电子商务交易额爆发式增长，物流快递行业也得到了迅 猛的发展，物流设备生产制造企业也因此迎来了发展的黄金机遇期。广东银家 机电公司成立于 2013 年，从最初的物流零件制造商成功向物流快递专用输送设 备集成商转型，短短几年时间已经成为国内主要快递企业的合作供应商，企业 年产值平均增长率达 40%左右。由于公司一直以来都将精力集中在客户开拓和 业务发展方面，对公司内部管理尤其是人力资源管理的重视程度不足。随着公 司的发展壮大，越来越多管理问题暴露出来，这在一定程度上影响了公司的发 展步伐。企业要想在市场竞争中保持优势，就必须在人力资源方面占得优势。 绩效管理是人力资源管理的核心内容之一，一个科学、合理、完善的绩效管理 方案，可以激发员工的积极性、能动性，提高工作的效率和质量，促进企业目 标的实现。中层管理人员作为公司的中坚力量，其工作绩效对于企业经营有着 至关重要的作用。 本文以中层管理人员绩效管理为研究对象，采用文献研究法、访谈研究法 等方法，对广东银家机电公司中层管理人员绩效管理方案进行分析研究。首先， 分析了中层管理人员绩效管理中存在的问题，找出上述问题的成因。其次，从 组织目标的层层分解、绩效指标的制定、指标权重的确定以及绩效标准的确定 等方面制定出广东银家机电公司中层管理人员的绩效计划。再次，明确了绩效 计划的实施流程，从绩效信息的收集、绩效沟通、绩效辅导、反馈面谈、绩效 申诉等方面实施中层管理人员绩效计划。在此基础上，对如何组织和实施中层 管理人员绩效考核作出具体的说明。最后，为了使绩效管理工作真正发挥其应 有的作用，本文强调了绩效考核结果在绩效改进提升、薪酬职级调整和奖金分 配、职位和岗位调整、培训和技能开发、职业生涯规划等五个方面的应用，并 提出建立企业文化保障、制度保障、培训保障三方面的保障体系，确保广东银II 家机电公司中层管理人员绩效管理方案能够顺利落地实施。 本文结合广东银家机电公司现行的经营状况以及未来发展趋势，提出新的 中层管理人员绩效管理方案，以期公正、客观、全面的反映和评价中层管理人 员的工作绩效，提升中层管理人员工作积极性以及个人工作绩效。同时，本文 还为广东银家机电公司其他人员绩效管理工作的开展提供参考，藉此促进公司 整体绩效的持续改善，使得公司在激烈的行业竞争中能够保持优势。此外，通 过对绩效管理理论在实践中的应用，为行业内与广东银家机电公司相类似、处 于快速成长期的民营制造企业开展中层管理人员绩效管理工作提供有价值的参 考。 关键词： 中层管理人员，绩效管理，绩效考核III Abstract Research on Performance Management for Mid-Level Management of Guangdong Yinjia Electromechanical Company In recent years, with the explosive development of e-commerce in our country, the logistics and express delivery industry has also been developed rapidly. Therefore, the logistics equipment manufacturing enterprises have ushered in the golden opportunity of development. Guangdong Yinjia Electromechanical Company was established in 2013 and has successfully transformed itself from a logistics component manufacturer to an integrated logistics express delivery equipment integrator. In just a few years, Guangdong Yinjia Electromechanical Company has become a cooperative supplier to major express delivery companies in China, with an average annual growth rate of about 40%. As the company has always focused on customer development and business development, the lack of attention to company's internal management, especially human resources management, has become increasingly important. As the company continues to grow, more and more management issues are exposed, to a certain extent, affecting the pace of development of the company. To maintain the advantage in market competition, the use of human resources must be better leveraged. Performance management is one of the core components of human resource management. A scientific, reasonable and comprehensive performance management plan can stimulate the enthusiasm and initiative of employees, improve the efficiency and quality of work, and promote the realization of business goals. Mid-level management as the backbone of the company, the performance of their work for the business has a crucial role. In this paper, the performance management of mid-level management as the research object, using literature research methods, interview methods and other methods to perform systematic and in-depth analysis. First of all, the paper analyzes the problems existing in the performance management of the mid-level management,IV and further identify the causes of the above problems. Secondly, we set out the performance plan of Guangdong Yinjia Electromechanical Company’s mid-level management through the stratification of organizational goals, the formulation of performance indicators, the determination of indicator weights and the determination of performance standards. Thirdly, the implementation process of the performance plan is clarified and deployed from the aspects of performance information collection, performance communication, performance counseling, feedback interview and performance appeal. On this basis, it gives a concrete description of how to organize and implement the performance appraisal of mid-level management. Finally, in order to make the performance management work play its due role, this article emphasizes the application of performance appraisal in terms of performance improvement, pay rank adjustment and bonus distribution, position and role adjustment, training and skills development, and career planning, and put forward the establishment of guarantee system regarding corporate culture, system and training to ensure that the performance management plan of mid-level management is implemented smoothly. Based on the current operating conditions of Guangdong Yinjia Electromechanical Company and its future development trend, this paper proposes a new performance management plan for mid-level management, which can fairly, objectively and comprehensively reflect and evaluate the mid-level management’s performance, enhance the engagement level of mid-level management and individual performance. At the same time, this article also provides a reference for the performance management of other personnel at Guangdong Yinjia Electromechanical Company in order to promote the continuous improvement of the overall performance of the company, enabling the company to maintain its advantage in the fierce industrial competition. In addition, through the application of performance management theory in practice, it provides a valuable reference for the private-owned manufacturing enterprises, which are similar to Guangdong Yinjia Electromechanical Company and are in a fast-growing stage in the industry, to carry out the performance management of mid-level management. Keywords： Mid-Level Management，Performance management，Performance appraisalV 目 录 第 1 章 绪论........................................................................................... 1 1.1 研究背景与意义 ............................................................................ 1 1.2 研究方法与内容 ............................................................................ 3 1.3 理论基础与文献综述 .................................................................... 4 第 2 章 广东银家机电公司中层管理人员绩效管理现状及存在问题8 2.1 公司概况 ........................................................................................ 8 2.2 公司绩效管理现状 ...................................................................... 10 2.3 公司中层管理人员绩效管理存在的问题及成因分析.............. 11 第 3 章 广东银家机电公司中层管理人员绩效管理方案设计 ........ 16 3.1 绩效管理计划制定 ...................................................................... 16 3.2 绩效管理计划实施 ...................................................................... 24 3.3 绩效考核与评价 .......................................................................... 27 3.4 绩效结果的反馈及应用 .............................................................. 30 第 4 章 广东银家机电公司中层管理人员绩效管理方案的实施保障35 4.1 企业文化保障 .............................................................................. 35 4.2 制度保障 ...................................................................................... 36 4.3 培训保障 ..................