山东高速集团总部员工绩效管理体系设计
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摘要
随着中国经济的迅猛发展,企业保持长久竞争力至关重要,而人力资源成为企业生产和发展的第一资源。人力资源管理是一个复杂的系统,而绩效管理是人力资源管理中最重要的组成部分。绩效管理是一个系统的控制过程,它是企业将战略转化为行动的过程,是企业战略管理的一个子系统。随着市场经济的逐渐成熟,很多企业在这一领域做了大量探索和尝试,以积极建立适合企业各自特点的员工绩效管理体系。
本文以山东高速集团总部为案例,对其绩效管理体系进行分析和研究。山东高速集团是山东省重点扶持的特大型国有独资企业,拥有员工12000多人。总部作为集团发展的指挥部,在员工绩效管理问题上尚处于绩效考核阶段,而在此基础上的绩效考核也未能体现出其真正意义。本文通过研究国内外绩效管理的理论及相关技术、方法,分析集团总部目前在绩效管理方面存在的问题及问题产生的原因,探讨建立与之相适应的员工绩效管理体系。
该体系结合集团实际,充分考虑总部的工作特点和绩效管理现状,将绩效管理考核指标确立为岗位工作绩效指标和岗位胜任能力指标,实现定性与定量相结合。运用目标管理法和KPI考核模式,制定各岗位KPI绩效指标,将员工工作目标与集团战略发展目标结合起来;推行360度考核法,减少量化指标的比例,适当增加定性指标的比例,增强对员工进行全面考核的准确性;重视员工绩效的过程管理,确保系统的可操作性、可执行性,使每一个过程相互作用,循环往复以实现绩效的提升。
该体系实用性强,容易操作,有利于管理者和员工的及时沟通和反馈绩效;实现了考核主体的多元化,保证考核结果的公正性;改变了考核结果主要用于评优发奖的做法,明确考核结果要作为薪酬发放、职位调整以及员工培训等工作的依据,进一步突出了绩效管理工作与人力资源管理工作的有效结合。文章同时分析了该套体系在实施中可能出现的问题,有针对性地提出了相应对策。
With the fast development of China's economy, it becomes crucial for companies to keep lasting competency. Human resource becomes the key resource for companies' production and development. Human resource management is a complex system, and performance management is the crucial part of it. As a systematic controlling process and a subsystem of strategy management, performance management transforms strategy into action. Along with the market economy maturing, many companies make lots of explorations and attempts in order to found up employees' performance management system that is suitable for different company.
Taking the headquarter of Shandong Provincial Expressway Group Co.,Ltd (SPEC) as a case, performance management system is analyzed and studied in this paper. Having more than 12000 employees, SPEC is a super state-owned enterprise that supported by the government with emphasis. As the commanding center of SPEC, the headquarter still stays at the evaluating stage of performance management, and the evaluation has not been fully used. By studying theories, technology and methods of performance management worldwide, the author tries to find out what are problems that SPEC's headquarter faces, what causes these problems, and how toestablish suitable staff performance management system.
This system integrates with SPEC reality, takes full consideration of the work and performance management in headquarter, decomposes performance evaluating indexes into position-performance index and position-competency index, and applies qualitative analysis together with quantitative analysis. MBO method and KPI evaluating model are adopted to figure out KPI performance indexes for different positions in order to unite individual's goal with the strategic goal of the whole company. 360-degree evaluating method is adopted to lower the proportion of quantitative indexes and increase that of qualitative indexes, so the comprehensive evaluation of the staff will be more accurate. Much has been thought in process management of staff's performance to guarantee the feasibility and performability of this system. All processes interact with each other and promote performance of the system.
Being practical and operable, this system will benefits managers and staff with timely communication and feedback about performance. The diversification of evaluation enforcer has been realized to ensure fair evaluation result. The evaluation result used to be mainly adopted in appraising and awarding, but in this system, it has been made clear that salary, promotion, and training opportunity should be provided according to evaluation result, which further highlights the effective combination of performance management and personnel management. At the same time, the author analyzes problems which possibly appears during the implementation and comes out with corresponding countermeasure.
本文以山东高速集团总部为案例,对其绩效管理体系进行分析和研究。山东高速集团是山东省重点扶持的特大型国有独资企业,拥有员工12000多人。总部作为集团发展的指挥部,在员工绩效管理问题上尚处于绩效考核阶段,而在此基础上的绩效考核也未能体现出其真正意义。本文通过研究国内外绩效管理的理论及相关技术、方法,分析集团总部目前在绩效管理方面存在的问题及问题产生的原因,探讨建立与之相适应的员工绩效管理体系。
该体系结合集团实际,充分考虑总部的工作特点和绩效管理现状,将绩效管理考核指标确立为岗位工作绩效指标和岗位胜任能力指标,实现定性与定量相结合。运用目标管理法和KPI考核模式,制定各岗位KPI绩效指标,将员工工作目标与集团战略发展目标结合起来;推行360度考核法,减少量化指标的比例,适当增加定性指标的比例,增强对员工进行全面考核的准确性;重视员工绩效的过程管理,确保系统的可操作性、可执行性,使每一个过程相互作用,循环往复以实现绩效的提升。
该体系实用性强,容易操作,有利于管理者和员工的及时沟通和反馈绩效;实现了考核主体的多元化,保证考核结果的公正性;改变了考核结果主要用于评优发奖的做法,明确考核结果要作为薪酬发放、职位调整以及员工培训等工作的依据,进一步突出了绩效管理工作与人力资源管理工作的有效结合。文章同时分析了该套体系在实施中可能出现的问题,有针对性地提出了相应对策。
With the fast development of China's economy, it becomes crucial for companies to keep lasting competency. Human resource becomes the key resource for companies' production and development. Human resource management is a complex system, and performance management is the crucial part of it. As a systematic controlling process and a subsystem of strategy management, performance management transforms strategy into action. Along with the market economy maturing, many companies make lots of explorations and attempts in order to found up employees' performance management system that is suitable for different company.
Taking the headquarter of Shandong Provincial Expressway Group Co.,Ltd (SPEC) as a case, performance management system is analyzed and studied in this paper. Having more than 12000 employees, SPEC is a super state-owned enterprise that supported by the government with emphasis. As the commanding center of SPEC, the headquarter still stays at the evaluating stage of performance management, and the evaluation has not been fully used. By studying theories, technology and methods of performance management worldwide, the author tries to find out what are problems that SPEC's headquarter faces, what causes these problems, and how toestablish suitable staff performance management system.
This system integrates with SPEC reality, takes full consideration of the work and performance management in headquarter, decomposes performance evaluating indexes into position-performance index and position-competency index, and applies qualitative analysis together with quantitative analysis. MBO method and KPI evaluating model are adopted to figure out KPI performance indexes for different positions in order to unite individual's goal with the strategic goal of the whole company. 360-degree evaluating method is adopted to lower the proportion of quantitative indexes and increase that of qualitative indexes, so the comprehensive evaluation of the staff will be more accurate. Much has been thought in process management of staff's performance to guarantee the feasibility and performability of this system. All processes interact with each other and promote performance of the system.
Being practical and operable, this system will benefits managers and staff with timely communication and feedback about performance. The diversification of evaluation enforcer has been realized to ensure fair evaluation result. The evaluation result used to be mainly adopted in appraising and awarding, but in this system, it has been made clear that salary, promotion, and training opportunity should be provided according to evaluation result, which further highlights the effective combination of performance management and personnel management. At the same time, the author analyzes problems which possibly appears during the implementation and comes out with corresponding countermeasure.
引文
1张文贤:管理入股——人力资本定价,上海,立信会计出版社,2001,第13页。
2杜映梅:绩效管理,对外经济贸易大学出版社,2003,9,第67页。
3王怀明编著,绩效管理,山东:山东人民出版社,2004.6。
4张俊伟《f绩效管理综述—浅谈中小企业的绩效管理改进》
1.陈全明主编:绩效管理,海天出版社,2002年.
2.时应禄:员工标准化考核与管理范本,经济科学出版社,2006年.
3.苏东水:管理心理学,复旦大学出版社,2002.
4.奚玉芹、金永红:企业薪酬与绩效管理体系设计,机械工业出版社,2004年.
5.张建国、徐伟:绩效体系设计—战略导向设计方法,北京工业大学出版社,2003年.
6.饶征、孙波:以KPI为核心的绩效管理,中国人民大学出版社.
7.欧阳洁等著:绩效考核,清华大学出版社,2004.
8.郭海峡、刘萍:绩效考核的“利”与“弊”,商业经济,2005年第3期.
9.曾朝辉:宝洁的领先之道,中国烟草交易信息,2006年第5期.
10.朴愚,顾卫俊:绩效管理体系的设计与实施,电子工业出版社,2006.
11.(加)罗伯特·巴克沃:绩效评估,机械工业出版社,2005.
12.金观韬:绩效—让你的员工为效益而努力,机械工业出版社,2005.
13.王璞:人力资源管理咨询实务,北京大学出版社,2004.
14.方振邦:绩效管理,中国人民大学出版社,2003.
15.付亚和:许玉林,绩效考核与绩效管理,电子工业出版社,2003.
16.武欣:绩效管理实务手册,机械工业出版社,2005.
17.张建国、徐伟:绩效体系设计:战略导向设计方法,北京工业大学出版社,2003.
18.张晓彤:绩效管理实务,北京大学出版社,2004.
19.张祖忻:绩效技术概论,上海外语教育出版社,2005.
20.[美]乔恩·沃纳,双面神绩效管理系统,绩效管理,电子工业出版社,2003.
21.魏钧:绩效指标设计方法,北京大学出版社,2006.
22.王雁飞、朱煜:绩效与薪酬管理实务,中国纺织出版社,2005.
23.(美)约翰m伊万切维奇:human resource management,北京:机械工 业出版社,2003.
24.(美)劳伦斯s克雷曼机:人力资源管理—获取竞争优势的工具,北京:机械工业出版社,2003.
25.余凯成等:人力资源管理,大连,大连理工大学出版社,2003.
26.刘视湘、洪炜:国外绩效评估研究,中国人才,2001,11.
27.王淑红、龙立荣:绩效管理综述,中外管理导报.2002,9.
28.Irv Beiman:平衡计分卡中国战略实践(孙永玲译),北京:中国机械工业出版社,2003.
29.宝利嘉:战略执行——平衡计分卡的设计和实践,北京:中国社会科学出版社,2003.
30.林俊杰:平衡计分卡导向战略管理,北京:华夏出版社.2003.
31.金燕:平衡计分卡应用实务,海天出版社,2004.
32.谢宝国、夏勉:基于两种理念绩效指标体系的设定,中国人力资源开发,2004,4.
33.王春茹:绩效评估研究进展,现代管理科学,2004,8.
34.王丹、周曙:360度考核的应用探析,商业研究,2003,6.
35.黄卫伟:基于流程的绩效度量体系设计方法论,经济理论与经济管理,2003,7.
36.加里·德斯勒:人力资源管理,中国人民大学出版社,刘昕、吴文芳等译,1996,6.
37.耿元好:绩效管理常见四大误区及对策,现代企业教育,2006(01).
38.李江峰:企业绩效考核有效性研究,学术交流,2006(03).
39.何琪:从绩效考核到绩效管理:人力资源管理理念的发展,社会科学论坛(学术研究卷),2007(04).
40.胡慧平:HR绩效管理缘何败在“绩效”上,现代企业教育,2005(09).
41.许世政:企业绩效管理中的问题与对策,中国人才,2005(19).
42.赵子河、张枫:科学绩效管理让每个员工忙起来,人民邮电,2006(05).
43.袁德刚:《工作满意度和工作绩效关系研究》,企业家天地,2004(10)
2杜映梅:绩效管理,对外经济贸易大学出版社,2003,9,第67页。
3王怀明编著,绩效管理,山东:山东人民出版社,2004.6。
4张俊伟《f绩效管理综述—浅谈中小企业的绩效管理改进》
1.陈全明主编:绩效管理,海天出版社,2002年.
2.时应禄:员工标准化考核与管理范本,经济科学出版社,2006年.
3.苏东水:管理心理学,复旦大学出版社,2002.
4.奚玉芹、金永红:企业薪酬与绩效管理体系设计,机械工业出版社,2004年.
5.张建国、徐伟:绩效体系设计—战略导向设计方法,北京工业大学出版社,2003年.
6.饶征、孙波:以KPI为核心的绩效管理,中国人民大学出版社.
7.欧阳洁等著:绩效考核,清华大学出版社,2004.
8.郭海峡、刘萍:绩效考核的“利”与“弊”,商业经济,2005年第3期.
9.曾朝辉:宝洁的领先之道,中国烟草交易信息,2006年第5期.
10.朴愚,顾卫俊:绩效管理体系的设计与实施,电子工业出版社,2006.
11.(加)罗伯特·巴克沃:绩效评估,机械工业出版社,2005.
12.金观韬:绩效—让你的员工为效益而努力,机械工业出版社,2005.
13.王璞:人力资源管理咨询实务,北京大学出版社,2004.
14.方振邦:绩效管理,中国人民大学出版社,2003.
15.付亚和:许玉林,绩效考核与绩效管理,电子工业出版社,2003.
16.武欣:绩效管理实务手册,机械工业出版社,2005.
17.张建国、徐伟:绩效体系设计:战略导向设计方法,北京工业大学出版社,2003.
18.张晓彤:绩效管理实务,北京大学出版社,2004.
19.张祖忻:绩效技术概论,上海外语教育出版社,2005.
20.[美]乔恩·沃纳,双面神绩效管理系统,绩效管理,电子工业出版社,2003.
21.魏钧:绩效指标设计方法,北京大学出版社,2006.
22.王雁飞、朱煜:绩效与薪酬管理实务,中国纺织出版社,2005.
23.(美)约翰m伊万切维奇:human resource management,北京:机械工 业出版社,2003.
24.(美)劳伦斯s克雷曼机:人力资源管理—获取竞争优势的工具,北京:机械工业出版社,2003.
25.余凯成等:人力资源管理,大连,大连理工大学出版社,2003.
26.刘视湘、洪炜:国外绩效评估研究,中国人才,2001,11.
27.王淑红、龙立荣:绩效管理综述,中外管理导报.2002,9.
28.Irv Beiman:平衡计分卡中国战略实践(孙永玲译),北京:中国机械工业出版社,2003.
29.宝利嘉:战略执行——平衡计分卡的设计和实践,北京:中国社会科学出版社,2003.
30.林俊杰:平衡计分卡导向战略管理,北京:华夏出版社.2003.
31.金燕:平衡计分卡应用实务,海天出版社,2004.
32.谢宝国、夏勉:基于两种理念绩效指标体系的设定,中国人力资源开发,2004,4.
33.王春茹:绩效评估研究进展,现代管理科学,2004,8.
34.王丹、周曙:360度考核的应用探析,商业研究,2003,6.
35.黄卫伟:基于流程的绩效度量体系设计方法论,经济理论与经济管理,2003,7.
36.加里·德斯勒:人力资源管理,中国人民大学出版社,刘昕、吴文芳等译,1996,6.
37.耿元好:绩效管理常见四大误区及对策,现代企业教育,2006(01).
38.李江峰:企业绩效考核有效性研究,学术交流,2006(03).
39.何琪:从绩效考核到绩效管理:人力资源管理理念的发展,社会科学论坛(学术研究卷),2007(04).
40.胡慧平:HR绩效管理缘何败在“绩效”上,现代企业教育,2005(09).
41.许世政:企业绩效管理中的问题与对策,中国人才,2005(19).
42.赵子河、张枫:科学绩效管理让每个员工忙起来,人民邮电,2006(05).
43.袁德刚:《工作满意度和工作绩效关系研究》,企业家天地,2004(10)