大连重工铸钢有限公司绩效考评方案设计
摘要
企业间竞争归根结底是人的竞争。经验表明，中国的企业已经认识到加强人力资源管理的必要性和紧迫性，大连重工铸钢有限公司正在进行初步的人力资源管理创新，推行绩效考评方案。但如何把人力资源管理创新活动制度化，如何持续管理创新，并且增强企业的持续发展能力，对大连重工铸钢有限公司来说还是一个摸索的问题。
“大连重工铸钢有限公司绩效考评方案设计”对重工铸钢有特殊的意义。大连重工铸钢有限公司是1999年在大连市经贸委支持下，由三家不同企业的铸钢车间进行资产重组而成。新公司成立伊始，因原有三家公司的企业文化背景不同，员工在岗位职能、分配制度、激励方式及职位提升、教育培训等人事制度上有很大差异。此时，迫切需要新公司能制定出一套公正、合理、有效的行政管理制度，使之即能充分调动员工工作积极性，又能使三家企业的员工很快融合到一起，共同为企业的快速发展贡献力量。而要制定出一套适应本企业发展的人力资源管理制度，实现有效的制度创新，首先就要有一个有效的绩效考评方案。为此，进行公司绩效考评方案设计成为公司的当务之急。
本文在综合阐述绩效考评理论的基础上，明确绩效考评的概念、标准、内容、实施方法和与薪酬体系的联系，并对企业的现状进行分析，始终站在市场经济和现代企业人力资源管理的立场上，对企业的管理模式、发展思路、薪酬体系进行深入的研讨，找出存在的不足，运用现代管理理论，对绩效考评方案进行设计，进一步促进重工铸钢持续的制度创新，使人力资源管理进入新阶段。
本文旨在揭示企业发展所必须建立的一种人力资源管理制度，并通过在本公司的实际应用，使所学理论与管理实践有效结合起来。同时，希望通过本文对其它行业的人力资源管理能起到一个很好的借鉴作用。
The competition of the enterprises is basically the competition of human being .History proves that Chinese enterprise have realize the mecessicity and the urengcy of strengthening the human resources management, Dalian Heavy Industry Steel Casting Co., Ltd is in the initial process of the creative of human resource management, advocating the performance checking scenario, but how to systmlize the activity of human resources management, how to continue the management creative and strengthen the enterprise continuous developing ability is the probing question for Dalian Heavy Industry Steel Casting Co., Ltd.
"The performance assessment scenario of Dalian Heavy Industry Steel Casting Co., Ltd" has a special meaning for this company. Dalian Heavy Industry Steel Casting Co., Ltd comes from the assets restructuring of three steel casting plants of three companies under the support of Dalian municipal economy committee. At the beginning of the establishment of this company, because of the difference of the original three companies existing in the field of enterprises culture background, staff post functions, distribution system, inspiring style, promotion education and training, there is a urgency to set up a fair, reasonable and efficient administration management system to inspire the staff working activities, meanwhile to bring the staffs of the three companies to work together harmonically to make their devotions to the rapid development of the company. In order to establish a set of personel management system to suit for development of the company, we firstly should have a effective performance evaluation scenar
io. So, it is a urgent affair to make the company performance evaluation scenario design.
This article clarify the concept of performance evaluation, standard, content, conducting method and the relationship of the performance evaluation scenario at the basis of the performance evaluation theory, meanwhile analyse the enterprise current situation, make a research of the enterprise management mode, developing idea, salay system to find any shortage, use the modem management theory to design the performance evaluation scenario to further promote the creative of the Dalian heavy industry steel casting, making the human resource management to enter a new stage.
This article intend to expose that the development of the company need to establish a set of management system, meanwhile by adopting in our company, combining the theory and the management practice. Meanwhile, this article works as a reference for those who are working in the field of personel resources management.
“大连重工铸钢有限公司绩效考评方案设计”对重工铸钢有特殊的意义。大连重工铸钢有限公司是1999年在大连市经贸委支持下，由三家不同企业的铸钢车间进行资产重组而成。新公司成立伊始，因原有三家公司的企业文化背景不同，员工在岗位职能、分配制度、激励方式及职位提升、教育培训等人事制度上有很大差异。此时，迫切需要新公司能制定出一套公正、合理、有效的行政管理制度，使之即能充分调动员工工作积极性，又能使三家企业的员工很快融合到一起，共同为企业的快速发展贡献力量。而要制定出一套适应本企业发展的人力资源管理制度，实现有效的制度创新，首先就要有一个有效的绩效考评方案。为此，进行公司绩效考评方案设计成为公司的当务之急。
本文在综合阐述绩效考评理论的基础上，明确绩效考评的概念、标准、内容、实施方法和与薪酬体系的联系，并对企业的现状进行分析，始终站在市场经济和现代企业人力资源管理的立场上，对企业的管理模式、发展思路、薪酬体系进行深入的研讨，找出存在的不足，运用现代管理理论，对绩效考评方案进行设计，进一步促进重工铸钢持续的制度创新，使人力资源管理进入新阶段。
本文旨在揭示企业发展所必须建立的一种人力资源管理制度，并通过在本公司的实际应用，使所学理论与管理实践有效结合起来。同时，希望通过本文对其它行业的人力资源管理能起到一个很好的借鉴作用。
The competition of the enterprises is basically the competition of human being .History proves that Chinese enterprise have realize the mecessicity and the urengcy of strengthening the human resources management, Dalian Heavy Industry Steel Casting Co., Ltd is in the initial process of the creative of human resource management, advocating the performance checking scenario, but how to systmlize the activity of human resources management, how to continue the management creative and strengthen the enterprise continuous developing ability is the probing question for Dalian Heavy Industry Steel Casting Co., Ltd.
"The performance assessment scenario of Dalian Heavy Industry Steel Casting Co., Ltd" has a special meaning for this company. Dalian Heavy Industry Steel Casting Co., Ltd comes from the assets restructuring of three steel casting plants of three companies under the support of Dalian municipal economy committee. At the beginning of the establishment of this company, because of the difference of the original three companies existing in the field of enterprises culture background, staff post functions, distribution system, inspiring style, promotion education and training, there is a urgency to set up a fair, reasonable and efficient administration management system to inspire the staff working activities, meanwhile to bring the staffs of the three companies to work together harmonically to make their devotions to the rapid development of the company. In order to establish a set of personel management system to suit for development of the company, we firstly should have a effective performance evaluation scenar
io. So, it is a urgent affair to make the company performance evaluation scenario design.
This article clarify the concept of performance evaluation, standard, content, conducting method and the relationship of the performance evaluation scenario at the basis of the performance evaluation theory, meanwhile analyse the enterprise current situation, make a research of the enterprise management mode, developing idea, salay system to find any shortage, use the modem management theory to design the performance evaluation scenario to further promote the creative of the Dalian heavy industry steel casting, making the human resource management to enter a new stage.
This article intend to expose that the development of the company need to establish a set of management system, meanwhile by adopting in our company, combining the theory and the management practice. Meanwhile, this article works as a reference for those who are working in the field of personel resources management.
引文
[1] 吴志华．现代人力资源管理．北京：中国纺织出版社，1996：108-111．
[2] [美]Richard L. Daft. Essentials of Organization& Design, 2th Edition. South-Western College Publishing, a division of Thomson Learning. 2001: 9-14.
[3] 王浔．企业人力资源的探索．环球管理．2002，643：8-10．
[4] 魏杰．企业前言问题现代企业管理方案．北京：中国发展出版社，2001：26．
[5] 陈忠林．现代企业组织行为规则．北京：北京华文出版社，1999：8～21．
[6] 卢冰．中国人力资源开发．北京：中国经济出版社，2002：22．
[7] 余凯成．现代人力资源管理．沈阳：东北大学出版社，1997：78．
[8] 箫鸣政．人力资源开发学-开发组织内人力资源的理论与方法．北京：高等教育出版社，2002：282-286
[9] 张文贤．人力资源开发与管理．上海：上海人民出版社，1996：48．
[10] [美]Gary Dessler: Human Resource Management, Prentice Hall International Inc., 1997: 102-106.
[11] 余凯成．组织行为学．大连：大连理工大学出版社，2001：272-275．
[12] 李万海．薪酬结构的研究．企业改革与管理．2002，78：2-6．
[13] 李建新．企业雇员薪酬福利．北京：经济管理出版社，1999：56-60．
[14] [美]Walker J W. Human resource strategy. McGraw-Hill 1992: 41-43.
[15] 陈万明，卓越．有效推行360度绩效考核的探讨．管理现代化，2003(3)．
[16] [英]Lusaka. Human resource development. London: Cambridge University Press, 1999: 108-125.
[17] 申明，郭小龙．管理沟通．北京：企业管理出版社，2001：44．
[18] 熊苹，何骏．绩效评估的选择．企业管理，2003(6)．
[19] 欧阳洁．企业员工绩效考评统计分析研究．人力资源开发，2003(3)．
[20] [美]John P. wilson. Human resource development. Fla. Dryden Press, 1999: 28-30.
[21] 王莉．人力资源训练完全指南．北京：电子工业出版社，2002：107-110．
[22] 蔡莉，单军．企业经营管理者的绩效评价研究．人力资源开发，2003(2)．
[23] 余凯成，程文文，陈维政．人力资源管理．大连：大连理工大学出版社，1999：122-150．
[24] 俞文钊，赵渊，宋月琴．人员的招聘考核培训．北京：人民教育出版社，1996：8-12．
[25] 刘伟．绩效评估的问题及建议．企业管理，2003(6)．
[26] 陈明．让绩效面谈不再难谈．中外管理，2003(6)．
[27] 罗锐，曾繁正．人力资源管理．北京：红旗出版社，1997：45．
[2] [美]Richard L. Daft. Essentials of Organization& Design, 2th Edition. South-Western College Publishing, a division of Thomson Learning. 2001: 9-14.
[3] 王浔．企业人力资源的探索．环球管理．2002，643：8-10．
[4] 魏杰．企业前言问题现代企业管理方案．北京：中国发展出版社，2001：26．
[5] 陈忠林．现代企业组织行为规则．北京：北京华文出版社，1999：8～21．
[6] 卢冰．中国人力资源开发．北京：中国经济出版社，2002：22．
[7] 余凯成．现代人力资源管理．沈阳：东北大学出版社，1997：78．
[8] 箫鸣政．人力资源开发学-开发组织内人力资源的理论与方法．北京：高等教育出版社，2002：282-286
[9] 张文贤．人力资源开发与管理．上海：上海人民出版社，1996：48．
[10] [美]Gary Dessler: Human Resource Management, Prentice Hall International Inc., 1997: 102-106.
[11] 余凯成．组织行为学．大连：大连理工大学出版社，2001：272-275．
[12] 李万海．薪酬结构的研究．企业改革与管理．2002，78：2-6．
[13] 李建新．企业雇员薪酬福利．北京：经济管理出版社，1999：56-60．
[14] [美]Walker J W. Human resource strategy. McGraw-Hill 1992: 41-43.
[15] 陈万明，卓越．有效推行360度绩效考核的探讨．管理现代化，2003(3)．
[16] [英]Lusaka. Human resource development. London: Cambridge University Press, 1999: 108-125.
[17] 申明，郭小龙．管理沟通．北京：企业管理出版社，2001：44．
[18] 熊苹，何骏．绩效评估的选择．企业管理，2003(6)．
[19] 欧阳洁．企业员工绩效考评统计分析研究．人力资源开发，2003(3)．
[20] [美]John P. wilson. Human resource development. Fla. Dryden Press, 1999: 28-30.
[21] 王莉．人力资源训练完全指南．北京：电子工业出版社，2002：107-110．
[22] 蔡莉，单军．企业经营管理者的绩效评价研究．人力资源开发，2003(2)．
[23] 余凯成，程文文，陈维政．人力资源管理．大连：大连理工大学出版社，1999：122-150．
[24] 俞文钊，赵渊，宋月琴．人员的招聘考核培训．北京：人民教育出版社，1996：8-12．
[25] 刘伟．绩效评估的问题及建议．企业管理，2003(6)．
[26] 陈明．让绩效面谈不再难谈．中外管理，2003(6)．
[27] 罗锐，曾繁正．人力资源管理．北京：红旗出版社，1997：45．