江蘇永達公司績效管理方案設計與實施關(guān)鍵問題研究.pdf

1、聲明尸明本學位論文是我在導師的指導下取得的研究成果，盡我所知，在本學位論文中，除了加以標注和致謝的部分外，不包含其他人已經(jīng)發(fā)表或公布過的研究成果，也不包含我為獲得任何教育機構(gòu)的學位或?qū)W歷而使用過的材料。與我一同工作的同事對本學位論文做出的貢獻均已在論文中作了明確的說明。j研究生簽名：￡乏互：至少，z年6月齠學位論文使用授權(quán)聲明南京理工大學有權(quán)保存本學位論文的電子和紙質(zhì)文檔，可以借閱或上網(wǎng)公布本學位論文的部分或全部內(nèi)容，可以向有關(guān)部門或機

2、構(gòu)送交并授權(quán)其保存、借閱或上網(wǎng)公布本學位論文的部分或全部內(nèi)容。對于保密論文，按保密的有關(guān)規(guī)定和程序處理。o研究生簽名：二遂蘭理少年‘月(閃ABSTRACT碩士論文ABSTRACTPerformancemanagementhasbeenthefocusanddifficultiesofbusinessmanagementinrecentyears，whichgetsthefullattentionofthemajorityofresear

3、chersandpractitionersJiangsuYongdaPowerEngineeringAndTelecommunicationsInstallationCo，Ltdhasextremelyrapiddevelopmentinrecentyearssincetherestructuringofmanagementmechanism，withaarapidlyrisingmarketpositionandgoodeconomi

4、candmanagementbenefitsHoweveLtherearemanyproblemsonperformancemanagement，duetothecontinueduseoftheofstateownedenterprisemodelandsomeotherreasons。Thispaperdrawsonthecombinationofqualitativeandquantitativeanalysis，explores

5、thethedesignandkeyproblemsofYongDaperformancemanagementHumanresources，economicsandotherdisciplinesofknowledgeareusedhereforthesuggestionsFirstofM1，JiangsuYongdacurrentproblemsandchallengesareproposedbasedon也eoverallelect

6、ricalinstallationbusinessenvironmentthenitiSpointedoutthatthestudyisusefulandmeaningfulThen，thestudycarriesoutsomeresearchreviewathomeandabroad，whichfocusedontheelectricalinstallationintheorymaketheresearchmethodsandtech

7、niquelineclearlyInthesecondchapterthetheoreticalbasisofthisstudyiSclarified，whichstartswiththedefinitionoftheconceptofperformancemanagementandprogramdesign，endedbythemethodtobeusedinthisstudy111eyareallthebasicmethodfort

8、heforwardprogramdesignInChapterIII，itcarriesoutthebasicsituationanalysisofYongdaCompanypresentsthecompany’Sestablishmentbackground，industrycharacteristics，organizationalstructureandassessmentmethods，thentargetsproblemsin

9、assessment，suchasthelackoforganizationandprocessmanagement，toosubjectiveassessment，lackofroutineassessment，seriousprevaricationindifferentdepartmentsAfterthat，tracesofthesourceoftheseproblemsareexplored，includingthatperf

10、ormancemanagementfollowsthetraditionalmodel，broad—levelemployeesinthiscompany，lackofcommunicationandfeedbackandSOonInChapterIvtheYongdacompany’Sdevelopmentorientation，strategicobjectivesaredescribed，whichisthebasisofthea

11、ppropriateperformancemanagementprogramsThenthedesignofthefullrangeofsublevelrollingperformanceevaluationmethodisusedheretosolvethecurrentproblemsofYongdaThismethodhastheadvantageentireperformanceaboutworkattitude，workabi