首頁  > 資料專欄  > 經營  > 管理專題  > 團隊建設  > 2020年LT公司ZJ項目經理團隊績效考核方案優化研究_碩士論文

2020年LT公司ZJ項目經理團隊績效考核方案優化研究_碩士論文

績效薪酬論文
研究生論文
研究生績效薪酬
熱門搜索
資料大小:2082KB(壓縮后)
文檔格式:DOC
資料語言:中文版/英文版/日文版
支持系統:Win9X/XP/Vista/7/8/10
解壓密碼:m448
更新時間:2020-8-29

類型:金牌資料
積分:--
推薦:升級會員
下載地址

   ==>> 點擊下載文檔


上一篇:MBA畢業論文_A培訓公司市場部績效考核問題診斷研究DOC
下一篇:MBA碩士畢業論文_TS公司服務供應鏈優化策略研究DOC
相關下載
推薦資料
基本簡介
由于技術和時代的不斷推進,市場競爭愈來愈激烈,而電力公司所需面臨的競爭, 將逐步從簡單的物質開始轉向對于人才方面的競爭。在應對這樣的市場轉變情形,大 多數的電力公司將在企業的組織結構方面有所改變,更多地把經營活動分解成眾多細 化小型項目,并直接授權于項目經理,由其主要負責。因此,項目經理的工作至關重 要,他的決策正確與否將對企業項目還有其績效有著很多影響。電力企業的績效管理 在企業人力資源管理工作中占有很大的比重,由此可以看出更多地提升電力企業的核 心競爭力,就需要對電力企業進行有效的績效管理。然而在實際過程中,對于企業項 目經理的績效考核這一工作是比較缺乏的,所以對于項目經理的績效考核依然存在眾 多問題。結合上述提出的各種情況,本文將基于LT公司ZJ項目經理團隊績效考核指 標體系進行深入研究和分析。 首先介紹了課題的研究背景、國內外研究現狀,闡述論文研究目的及意義。對績 效管理相關理論進行研究,包括其基本概念、相關理論以及方法。對比研究了LT公 司ZJ項目經理團隊績效考核現狀。對LT公司ZJ項目進行分析介紹,并分析了LT公司 ZJ項目人力資源管理情況;指出LT公司ZJ項目經理團隊績效考核現狀及存在的問題, 并給出了LT公司ZJ項目經理團隊績效考核存在問題的原因。其次,完成了LT公司ZJ 項目經理團隊績效考核體系的設計。給出LT公司ZJ項目經理團隊績效考核體系設計 目標、設計內容;對績效考核指標進行設定,采用工作分解結構確定項目范圍和目標 任務,在此基礎上,提出了基于BSC的績效考核體系設計方案,將考核目標和指標模 塊化進行整合,補充完善現有考核指標,對績效考核的權重進行分配,設計了績效考 核的評分規則。最后,完成LT公司ZJ項目經理團隊績效考核管理設計以及績效考核 結果的分析。確定績效管理體系流程,完成了基于PDCA的績效考核管理設計;完成 了績效考核結果的分析與處理。采用PDCA循環方法考核內容與方法的檢查和修改, 達到績效考核工作水平得顯著提升的效果,最終實現相應考核目標,使團隊的績效得 到明顯提升。 關鍵詞:項目經理,績效改革,關鍵考核指標,績效考核管理江蘇大學工程碩士學位論文 II ABSTRACT With the increasingly fierce market competition, the competition faced by power companies is increasingly diversified. The core of competition among power companies has gradually shifted from material competition to competition in human resources. In order to better adapt to this market change, many domestic power companies have changed their organizational structure and broken down their business activities into more project modules. The project managers are directly responsible for this. Therefore, the success or failure of the project manager's work affects the success or failure of the power company project and its performance. Power enterprise performance management is the most important part of enterprise human resource management. To improve the core competitiveness of power companies, how to effectively manage performance of power companies becomes very important. In the management practice, due to the lack of performance appraisal for the characteristics of power company project managers, there are many problems in the practical appraisal of project managers' performance appraisal. Based on the above background, this paper studies the performance evaluation index system of the LT company ZJ project manager team. Firstly, it introduces the research background of the subject, the research status at home and abroad, and expounds the purpose and significance of the paper. The relevant theories of performance management are studied, including its basic concepts, related theories and methods. This paper compares and studies the current situation of performance appraisal of ZJ project manager team in LT company. This paper introduces the ZJ project of LT company, and analyses the human resource management of ZJ project of LT company. It points out the current situation and existing problems of ZJ project manager team performance appraisal of LT company, and gives the reasons for the problems of ZJ project manager team performance appraisal of LT company. Secondly, the design of performance appraisal system for ZJ project manager team of LT company is completed. The design objectives and contents of the ZJ project manager team performance appraisal system of LT company are given. The performance appraisal indicators are set, the scope of the project and the objectives and tasks are determined by the work breakdown structure. On this basis, a performance appraisal system design scheme based on BSC is proposed, which integrates the appraisal objectives and indicators modularily, supplements and improves the existing appraisal indicators, and carries out江蘇大學工程碩士學位論文 III performance appraisal. The weight is allocated and the scoring rules of performance appraisal are designed. Finally, the design of performance appraisal management for ZJ project manager team of LT company and the analysis of performance appraisal results are completed. Determine the process of performance management system, complete the design of performance appraisal management based on PDCA, and complete the analysis and processing of performance appraisal results. The PDCA cycle method is used to check and modify the content and method of performance appraisal, so as to achieve a significant improvement in the level of performance appraisal, and ultimately achieve the corresponding assessment objectives, so that the team's performance has been significantly improved. Keywords: Project Manager, Performance Reform, Key Assessment Indicators , PerformanceAppraisal Management江蘇大學工程碩士學位論文 IV 目 錄 摘要...........................................................................................................................................................I ABSTRACT.................................................................................................................................................II 目 錄........................................................................................................................................................IV 第一章 緒論................................................................................................................................................1 1.1 研究背景與意義...........................................................................................................................1 1.1.1 研究背景............................................................................................................................1 1.1.2 研究意義............................................................................................................................2 1.2 國內外研究現狀...........................................................................................................................3 1.2.1 國內研究現狀....................................................................................................................3 1.2.2 國外研究現狀....................................................................................................................4 1.3 研究內容與方法...........................................................................................................................6 1.3.1 研究內容............................................................................................................................6 1.3.2 研究方法............................................................................................................................6 第二章 績效管理相關理論........................................................................................................................8 2.1 績效考核基本概念.......................................................................................................................8 2.1.1 績效概念............................................................................................................................8 2.1.2 績效考核............................................................................................................................9 2.1.3 績效管理............................................................................................................................9 2.2 績效管理理論.............................................................................................................................10 2.2.1 系統理論..........................................................................................................................10 2.2.2 目標管理理論..................................................................................................................11 2.2.3 激勵體系..........................................................................................................................12 2.3 績效考核方法.............................................................................................................................12 2.3.1 360 度績效考核法............................................................................................................13 2.3.2 關鍵績效指標法..............................................................................................................14 2.3.3 平衡記分卡......................................................................................................................14 第三章 LT 公司 ZJ 項目經理團隊績效考核現狀..................................................................................16 3.1 LT 公司 ZJ 項目人力資源現狀..................................................................................................16 3.1.1 LT 公司 ZJ 項目簡介.......................................................................................................16 3.1.2 LT 公司 ZJ 項目經理團隊情況分析...............................................................................16 3.2 LT 公司 ZJ 項目經理團隊績效考核現狀及問題......................................................................19 3.2.1 LT 公司 ZJ 項目經理團隊績效考核現狀.......................................................................19 3.2.2 LT 公司 ZJ 項目經理團隊績效考核存在的問題...........................................................21 3.3 LT 公司 ZJ 項目經理團隊績效考核問題原因分析..................................................................24 第四章 LT 公司 ZJ 項目經理團隊績效考核體系設計..........................................................................27 4.1 LT 公司 ZJ 項目經理團隊績效考核體系設計目標..................................................................27 4.1.1 LT 公司 ZJ 項目經理團隊績效考核主體.......................................................................27 4.1.2 LT 公司 ZJ 項目經理團隊績效考核方式.......................................................................27 4.1.3 LT 公司 ZJ 項目經理團隊績效考核目標.......................................................................27 4.2 LT 公司 ZJ 項目經理團隊績效考核體系設計內容..................................................................30江蘇大學工程碩士學位論文 V 4.2.1 LT 公司 ZJ 項目經理團隊績效考核權重分配...............................................................30 4.2.2 LT 公司 ZJ 項目經理團隊績效考核評分規則...............................................................31 4.2.3 LT 公司 ZJ 項目經理團隊績效考核關鍵指標設定.......................................................32 4.3 基于 BSC 的 LT 公司 ZJ 項目經理團隊績效考核體系設計..................................................36 4.3.1 考核目標和指標模塊化整合..........................................................................................37 4.3.2 基于 BSC 的關鍵考核體系設計....................................................................................38 第五章 LT 公司 ZJ 項目經理團隊績效考核管理設計及結果處理......................................................40 5.1 LT 公司 ZJ 項目經理團隊績效考核管理體系流程..................................................................40 5.2 基于 PDCA 的 LT 公司 ZJ 項目經理團隊績效考核管理設計...............................................42 5.3 LT 公司 ZJ 項目經理團隊績效考核結果的處理......................................................................43 5.3.1 績效考核與薪酬相結合..................................................................................................44 5.3.2 績效考核與與經理團隊個人發展相結合..................................................................... 45 第六章 結論與展望..................................................................................................................................48 6.1 結論.............................................................................................................................................48 6.2 展望.............................................................................................................................................48
亚洲国产区中文在线观看