2008年全球金融经济危机爆发后，国家为刺激经济发展，制定了4万亿投资计划， 公路建设行业度过了一个高速发展的黄金期。时至今日，投资红利早已消失，市场萎缩 严重，竞争日趋激烈，建设施工企业要在激烈的竞争中立于不败之地，纷纷审视过去粗 放式的管理模式，开始加强内部管控，向管理要效益。 本文的主要研究对象GL集团，随着近十年集团规模的不断扩大，大量的人才被吸 收进来，但很多制度流程显然已不适应新的内外环境要求，成为了企业发展道路上的羁 绊。论文以GL集团的绩效管理工作为案例，透过绩效管理过程中的各种显在问题，深 入剖析问题产生的根源，进而有针对性的提出解决方案，搭建新的绩效管理体系，为我 国民营建筑行业的绩效管理工作提供借鉴。 本文的大致结构是：绪论部分明确了研究目的和思路；案例正文对GL集团进行介 绍，并进行管理案例描述；在案例分析章节，深入分析了该企业在绩效管理上存在的诸 多问题；在绩效管理改进方案部分，首先阐述了胜任力模型在现代绩效管理上的应用， 并运用工作分析、岗位职责梳理、行为访谈等方法对部分岗位进行了胜利力构建，在此 基础上对GL集团的绩效管理PDCA循环进行优化，在绩效计划制定上，结合了BSC、关 键事件法等建立了全面的绩效指标体系；运用目标达成、平衡记分卡、KPI设定等方法 结合SMART原则实现了指标量化。随后通过对各个维度的配对比较，重新优化了指标权 重，将考核重点引向人才培养和企业战略的方向；在考核实施阶段，通过360度考核方 法，确定了考核主体和考核内容，增加了对绩效沟通环节的要求，弥补了原体系的沟通 的实质性缺失；在结果运用阶段，增加了绩效考核结果在薪酬分配、岗位晋升、员工培 训等方面的衡量比重，变绩效考核的“鸡肋”为管理利器。通过一整套的绩效管理体系 重新设计，GL集团的绩效管理问的得以解决，向管理要效益变得更加有的放矢。 本论文力图通过改善GL集团的绩效管理水平，以提高企业人力资源管理水平，有 利于增强在竞争激烈大环境下企业的运营能力，同时对同行业的企业绩效管理工作提供 一定的借鉴。 关键词：建筑企业；胜任力；绩效管理 GL集团基于胜任力的绩效管理案例研究 -II- ACaseStudyonPerformanceManagementImprovementBasedOn CompetencyofGLGroup Abstract Aftertheglobalfinancialandeconomiccrisisbrokeoutin2008,thestateformulateda4 trillioninvestmentplantostimulateeconomicdevelopment,andthehighwayconstruction industrypassedagoldenperiodofrapiddevelopment.Today,theinvestmentdividendhas longsincedisappeared,themarkethasshrunkseverely,andcompetitionhasbecome increasinglyfierce.Constructionandconstructionenterprisesmustbeinaninvincible positioninthefiercecompetition.Theyhavereviewedtheextensivemanagementmodelin thepastandbegantostrengtheninternalcontrolandmanagement. ThemainresearchobjectofthispaperisGLGroup.Withthecontinuousexpansionof thegroupscaleinthepasttenyears,alargenumberoftalentshavebeenabsorbed.Many institutionalprocesseshaveobviouslynotadaptedtothenewinternalandexternal environmentalrequirements,andhavebecomeaparadoxonthedevelopmentpathof enterprises.TakingtheperformancemanagementworkofGLGroupasacase,thepaper deeplyanalyzestherootcausesofproblemsthroughvariousobviousproblemsinthe performancemanagementprocess,andthenproposessolutionsinatargetedmannertobuilda newperformancemanagementsystemforprivateenterprises.Theperformancemanagement oftheconstructionindustryprovidesareference. Intheintroductionpartofthepaper,thepurposeandsignificanceoftheresearchare expoundedfirstly.Then,inthemainbodyofthecase,thetypicalcasesofperformance managementappearingintheoperationoftheenterpriseareanalyzed.Thecaseanalysis sectionsummarizesthepreviousperformanceofGLGroupinperformancemanagement.The planningisnotcomprehensive,theperformanceappraisalsystemisnotscientific,the performanceappraisalisnotimplemented,andtheperformanceresultsarenotfullyapplied. Intheperformancemanagementimprovementprogram,theapplicationofthecompetency modelinmodernperformancemanagementisfirstexplained,andtheworkisapplied. Analysis,jobresponsibilities,behavioralinterviewsandothermethodshavebeenusedto buildsomeofthepositions.Onthisbasis,theGLGroup'sperformancemanagementPDCA cyclehasbeenredesigned.Intheperformanceplanningdesign,thebalancedscorecard methodiscombined.Keyeventmethodandkeyindicatormethodhaveestablisheda comprehensiveperformanceindicatorsystem;usingthegoalachievement,balancedscorecard, 大连理工大学专业学位硕士学位论文 -III- KPIsettingandothermethodscombinedwithSMARTprincipletoachievetheindex quantification,andusingthepairingcomparisonmethodtodesigntheindexweights,Leading assessmenttotalenttrainingandenterpriseThedirectionoftheindustrystrategy;inthe assessmentimplementationstage,throughthe360-degreeassessmentmethod,theassessment subjectandassessmentcontentweredetermined,therequirementsfortheperformance communicationlinkwereincreased,andthesubstantivelackofcommunicationintheoriginal systemwasmadeup;Theperformanceappraisalresultsinthemeasurementofsalary distribution,jobpromotion,stafftraining,etc.,changetheperformanceofthe"chickenribs" formanagementtools.Throughacompletesetofperformancemanagementsystemredesign, GLGroup'sperformancemanagementquestionscanbesolved,andmanagementbenefits becomemoretargeted. Thispaperattemptstoimprovethelevelofhumanresourcesmanagementbyimproving theperformancemanagementlevelofGLGroup,whichisconducivetoenhancingthe operationalcapabilityofenterprisesinahighlycompetitiveenvironment.Atthesametime,it improvestheperformancemanagementofprivateconstructionenterprisesinChinaandthe long-termperspectiveofenterprises.Developmentalsohasreferencesignificance. Keyword：Theconstructionindustry;Competency;PerformanceManagement GL集团基于胜任力的绩效管理案例研究 -IV- 目录 摘要.............................................................................................................................I Abstract..............................................................................................................................II 1绪论...............................................................................................................................1 1.1研究背景及目标................................................................................................1 1.1.1研究背景.................................................................................................1 1.1.2研究目标.................................................................................................1 1.2案例研究设计....................................................................................................2 1.2.1研究对象选择.........................................................................................2 1.2.2研究方法.................................................................................................2 1.3研究路线及方法................................................................................................3 1.3.1研究内容.................................................................................................3 1.3.2技术路线图.............................................................................................4 2案例正文.......................................................................................................................5 2.1公司概况............................................................................................................5 2.1.1GL集团介绍..........................................................................................5 2.1.2GL集团绩效管理现状..........................................................................6 2.2管理案例描述..................................................................................................10 2.2.1似是而非的绩效考核1.0.....................................................................11 2.2.2全新的绩效管理制度2.0.....................................................................13 2.2.3绩效管理谜团依旧...............................................................................14 3案例分析.....................................................................................................................17 3.1理论综述..........................................................................................................17 3.1.1绩效管理的概述及发展沿革...............................................................17 3.1.2绩效管理流程概述.....................................