大族激光新能源事业部绩效管理优化方案设计 自从有限责任公司这种形式被发明以来，人力资源管理日益受到企业的重视，而 绩效管理作为人力资源管理的核心，更加影响到企业的生死存亡。 在当前企业的绩效管理体系设计中，常用的工具有目标管理(MBO)，关键绩效指标 (KPI)，360 度考核以及平衡计分卡(BSC)等。许多人在运用绩效管理工具时，是为了设 计绩效体系而设计，而没有考虑到这些绩效工具是否适应该企业的实际情况。 大族激光新能源事业部是大族激光科技产业集团股份有限公司的一个新成立的事 业部，专门从事设计制造新能源汽车动力电池生产设备，其人员结构中以工程师为主， 占比将近三分之二，生产销售加上职能部门人员总共才三分之一，而其生产任务主要 是以客户定制为主，这就决定了本事业部的产品要同时兼顾交期、品质和成本。如果直 接使用现有的绩效工具，无法完全适应需要。 本次研究在 MBO、KPI、360 度考核和 BSC 的基础上，结合自身的实际情况，将事 业部原来的绩效管理体系做了较大程度的优化。 本报告首先简单介绍了几种激励理论：马斯洛需要层次理论、ERG 理论、公平理论 以及期望理论，然后对大族激光新能源事业部管理现状进行分析，找出问题，并给出具 体的绩效管理制度和绩效评价合同，对管理制度在实施过程中员工提出的疑问进行回 答，最后还列出了能够让这些优化方案得以顺利实施的保障措施。 大族激光新能源事业部在实施此绩效管理体系之后，工作效率明显提升，但由于 实施时间还不够长，一些问题暂时还未能发现。希望在后续的实施过程中，逐渐把问题 都暴露出来，持续改进，完善此体系，为装备类企业的绩效管理贡献一份绵薄之力。 关键词： 大族激光，绩效管理，优化方案III Abstract Design of the Optimized Scheme for the Performance Management of the Han’s Laser NE Division Since the first establishment of Limited Inc, the human resource management has attracted greater administrative attentions. The performance management is the core of human resource management, which plays a critical role for the growth of a company. The frequently used tools for performance management of modern enterprises are MBO, KPI, 360°, and BSC. They are developed by professional tool vendors for general purposes of human resource management. They lack certain functions for some critical tasks in our department and company. The NE Division is a new branch of Han’s Laser. Its responsibility is to design and manufacture equipments to make batteries for new energy and electric automobiles. Almost two thirds of the employees in our branch are research and development engineers. The rest are responsible for production, sales and administration. Most of our products are customized byclient'sorders.Therefore,wemustmeetthedeadline,qualityandcostrequestsoftheclients. The currently available performance management tools are not able to meet our needs. Based on the MBO, KPI, 360° and BSC, we adopted the existing performance management system with great optimization in order to meet our own requirements. We started this paper by introducing a few incentive theories including Maslow's HierarchyofNeeds,ERGtheory,EquityTheory,andExpectancyTheory.Then,weconducted an analysis of the current concerns of the Han’s Laser NE Division. We listed the concerns, proposed the effective performance management systems and performance evaluation contacts. We also answered questions from the associates who were affected throughout the process of this performance management system. Finally, we listed the backup means in order to carry out this new optimized plan. Since the placement of the optimized performance management system, we have observed a lot of improvements in our working force effectiveness in the Han’s Laser NE Division. Due to the time limitation of the placement, the new system may not be able to cover all concerns yet. When we use this system, we will closely monitor the unexpected issues and problems. We will continue to enhance and improve this system, and remediate the merging issues in order to contribute this system to performance management of similar enterprises.IV Keywords: Han’s Laser, Performance Management, Optimization SchemesV 目 录 第 1 章 绪论......................................................................................................1 1.1 报告研究的背景及意义..........................................................................1 1.2 报告研究的主要内容..............................................................................1 1.3 报告研究的主要方法..............................................................................2 第 2 章 绩效管理相关理论综述......................................................................3 2.1 绩效管理综述..........................................................................................3 2.1.1 绩效管理的概念................................................................................3 2.1.2 绩效管理过程....................................................................................3 2.1.3 绩效管理的工具................................................................................5 2.1.4 绩效管理对企业的意义....................................................................7 2.2 马斯洛需要层次理论..............................................................................8 2.3 ERG 理论：三种核心需求...................................................................14 2.4 公平理论................................................................................................15 2.5 期望理论................................................................................................20 第 3 章 大族激光新能源事业部绩效管理现状及存在问题 .......................24 3.1 大族激光企业简介................................................................................24 3.2 大族激光新能源事业部现有绩效管理现状分析 ...............................25 3.3 大族激光新能源事业部现有绩效管理存在的问题 ...........................26 3.4 大族激光新能源事业部现有绩效管理问题的成因分析 ...................27 第 4 章 大族激光新能源事业部绩效管理优化方案 ...................................29 4.1 大族激光新能源事业部绩效管理优化目标 .......................................29 4.2 大族激光新能源事业部绩效管理优化原则 .......................................29 4.3 大族激光新能源事业部绩效管理优化方案设计 ...............................30VI 4.3.1 绩效管理支付理念优化 .................................................................30 4.3.2 绩效管理制度优化 .........................................................................31 4.3.3 绩效考核合同实例 .........................................................................34 4.3.4 绩效管理加班制度优化 .................................................................36 4.3.5 绩效管理制度优化后问题汇总 .....................................................37 第 5 章 大族激光新能源事业部绩效管理优化的保障措施.......................42 5.1 组织结构的保障....................................................................................42 5.2 组织文化的保障....................................................................................42 5.3 资金与人员的保障................................................................................43 第 6 章 结论与展望........................................................................................44 6.1 报告研究的主要结论 ...........................................................................44 6.2 报告研究的展望....................................................................................45