基于流程的績效管理--人力資源管理畢業論文

人力資源論文編號:RL012 字數:19685,頁數:37  本篇論文包含任務書,開題報告,論文,文獻綜述,外文翻譯,等  

 目  錄
一、引言............................................................ 1
二、文獻綜述 ........................................................3
（一）流程管理理論回顧 ..............................................3
（二）績效管理理論回顧.............................................. 4
1.目標管理理論...................................................... 5
2.平衡計分卡理論.................................................... 6
（三）流程績效管理 ..................................................7
1.績效管理和流程對戰略的影響機理 ....................................7
2.基于流程的績效管理的前提 ..........................................8
3.基于流程績效管理的特點............................................ 8
三、長沙創輝科技有限公司績效管理現狀分析........................... 10
（一）長沙創輝科技有限公司背景介紹 .................................10
（二）長沙創輝科技有限公司基于流程績效管理體系構建的必要性 .........11
四、長沙創輝科技有限公司基于流程的績效管理體系構建................. 13
（一）區分公司的關鍵成功因素（CSF） ................................13
（二）根據企業級關鍵績效領域，選擇并確定企業的關鍵流程 .............14
（三）分解企業級關鍵流程為二級流程（以技術研發系統流程為例）....... 14
（四）設計流程KPI指標體系（技術研發系統流程為例） ..................20
1.分析技術研發系統流程，設計該流程的KPI指標........................ 20
2.設計公司二級業務流程的KPI ........................................21
（五）相關部門和員工KPI指標體系設計（以技術科和研發員為例）........ 23
（六）公司基于流程的績效考核....................................... 25
（七）建立公司績效提升體系......................................... 26
五、總結........................................................... 27
參考文獻 ...........................................................29
附錄.............................................................. 30

摘    要
基于流程的績效考核是一種利用人力資源績效考核的一些技術和方法對流程相關人員進行考核改進，對關鍵業務流程進行考核改進的管理思維。流程在企業管理中的地位越來越高，一方面是由于它的重要性，流程的順利運行實現了組織目標的落地，流程運行得優秀與否直接關系著企業目標的達成，另一方面，流程打破了原有職能部門間的壁壘，貫通了組織內部的每個角落。而流程目標的實現是通過與流程相關的員工實現的，對相關的員工進行績效考核，提高員工的績效水平，同時也提高整個流程的績效水平，最終支持了組織目標的達成。                                                                      
本文從流程管理理論、績效考核理論以及流程績效考核入手，在對長沙創輝科技有限公司基于流程的績效考核進行必要性分析的基礎上，以與技術科相關的一個關鍵業務流程為例子，對其進行流程分解，形成二級流程結構。接著，對流程中的部門和人員的工作進行分析，然后運用供應鏈管理的SCOR模型建立考核流程、部門和員工的KPI指標體系。
本文第一部分是引言，對論文主題基于流程的績效考核的意義進行闡述；第二部分對流程管理理論、績效考核理論和流程績效考核分別進行了概述；第三部分對長沙創輝科技有限公司績效考核現狀以及對實施基于流程的績效考核的必要性進行分析；第四部分在理論和公司實際需求的基礎上，結合公司的戰略和關鍵業務流程，對流程進行分解，并建立了相關流程、部門和人員的KPI指標體系，對組織、流程、人員進行考核和改進；第五部分是論文的結論。

關鍵詞：流程管理；績效考核；基于流程的績效考核

ABSTRACT
  Process-based performance management is a management thought of use of  some of the techniques and methods of human resources management performance  to check and improve the personnel related to process and the key business processes. the processes in enterprise management have more and more high position, the one hand, because of its importance, process to achieve the smooth operation of the organizational objectives to the floor, the process running good or not directly related to enterprises achieve their goals, on the other hand, processes break the barriers between functional departments, through the organization in every corner. The  realization of the process's objectives associated with the staff related to process,  manage the relevant staff by performance, improve staff performance levels, but also improve the performance of the entire process, eventually supported the objectives of the organization reached.
 This article starts from the process management theory, performance management theory and process-based performance management, and with the analysis of the need of Ningbo Ya Shuo Technology Co.Ltd.'s process-based performance management , and take a key business processes related to Technology Section for example, decompose its process, the formation of two processes. Then,analysis of the departments and the personnel work in the process, and use the SCOR model of supply chain management to establish the process, departments and employees of KPI Index System.
  The first part of this article is the introduction,expound the meaning of the theme of discource process-based performance management;in the second part it expound the process management theory, performance management theory and process-based performance management; the third part, I will analysis of Ningbo Ya Shuo Technology Co., Ltd.'s performance management status and the necessity of the implementation of process-based performance management; in the fourth part I will based on theory and actual needs, and combined company strategy and key business processes, decompose the process, and establish of the relevant processes, departments and employees of KPI Index System., check and improve the performance of organization, processes and personnel; there is the conclusions in the fifth part.

Key words: process management；performance management；process-based performance management