摘 要
進(jìn)入21世紀(jì)，企業(yè)間的競(jìng)爭(zhēng)是核心能力的競(jìng)爭(zhēng)。人是企業(yè)獲得和保持競(jìng)爭(zhēng)優(yōu)勢(shì)最大和最關(guān)鍵的資源。人力資源管理系統(tǒng)的基礎(chǔ)是績(jī)效考核體系。長(zhǎng)期以來，國(guó)內(nèi)企業(yè)由于缺乏有效的績(jī)效管理體系，造成員工工作積極性不高，生產(chǎn)效率低下，員工流失率高，嚴(yán)重影響了企業(yè)競(jìng)爭(zhēng)力的提高。企業(yè)如何利用人力資源管理來提高競(jìng)爭(zhēng)力，是現(xiàn)代企業(yè)面臨的重大課題。
本文選取哈爾濱xx技術(shù)有限公司現(xiàn)有的績(jī)效考核體系為研究對(duì)象，以績(jī)效考核的理論為指導(dǎo)，根據(jù)公司的人力資源管理及績(jī)效考核現(xiàn)狀，對(duì)現(xiàn)有的考核制度進(jìn)行全面系統(tǒng)深入的分析，找出其存在的問題，在此基礎(chǔ)上，進(jìn)行績(jī)效考核方案的改進(jìn)設(shè)計(jì)，期望可以通過改進(jìn)后績(jī)效考核方案的實(shí)施，提高公司的整體績(jī)效，提高企業(yè)的核心競(jìng)爭(zhēng)力。本文通過對(duì)哈爾濱xx技術(shù)有限公司的績(jī)效考核方案的細(xì)致研究，根據(jù)企業(yè)實(shí)際情況制定適合企業(yè)的績(jī)效考核改進(jìn)設(shè)計(jì)方案，從而也對(duì)同類型的企業(yè)制定符合自身情況的績(jī)效考核方案提供了借鑒實(shí)例。

關(guān)鍵詞 ： 績(jī)效考核 360度考核法 考核周期

Abstract
The 21st century, competition among enterprises is the core competitive ability. Who is obtaining and maintaining competitive advantage of the largest and most critical resource. Human resources management system is based on performance appraisal system. A long time, domestic enterprises due to the lack of effective performance management system, resulting in the enthusiasm of staff is not high, low productivity, high staff turnover, has seriously affected the improvement of the competitiveness of enterprises. How to make use of human resources management to enhance the competitiveness of the modern enterprise is a major task.
This paper is far Technology Co., Ltd., Harbin Branch of the existing performance appraisal system for the study to the theory of performance appraisal as a guide, according to the company's human resources management and status of performance appraisal, the appraisal system of the existing system to conduct a comprehensive in-depth analysis to identify existing problems, in this based on the improvement of performance appraisal program design, expectations of improved performance through the implementation of assessment programs to improve the company's overall performance and enhance the core competitiveness of enterprises. This article by far Technology Co., Ltd., Harbin Branch of the performance appraisal program and detailed study, based on the actual situation in the development of enterprises for enterprises to improve the design of performance appraisal, and thus on the same types of enterprises to develop their own circumstances in line with the performance appraisal program provides examples from .
Key Words： 360-degree performance appraisal cycle assessment method eva luation

目錄
摘 要 I
Abstract II
目錄 III
第1章 緒論 1
1.1研究背景及意義 1
1.1.1研究背景 1
1.1.2研究意義 2
1.2國(guó)內(nèi)外研究現(xiàn)狀 2
1.2.1國(guó)外研究現(xiàn)狀 2
1.2.2國(guó)內(nèi)研究現(xiàn)狀 3
1.3本文的研究方法及思路 4
1.3.1本文的研究方法 4
1.3.2研究思路 4
第2章 相關(guān)理論綜述 4
2.1績(jī)效與績(jī)效考核 4
2.1.1績(jī)效 4
2.1.2績(jī)效考核 5
2.2 績(jī)效考核的原則及內(nèi)容 5
2.2.1 績(jī)效考核的原則 5
2.2.2績(jī)效考核的內(nèi)容 6
2.3績(jī)效考核的方法 7
2.3.1傳統(tǒng)的基于員工個(gè)體的績(jī)效考核方法 7
2.3.2關(guān)鍵績(jī)效指標(biāo)考核法 7
2.3.3平衡記分卡汀 7
2.3.4 360度考核法 8
第3章 哈爾濱xx技術(shù)有限公司績(jī)效考核現(xiàn)狀及存在問題 8
3.1哈爾濱xx技術(shù)有限公司概況 8
3.1.1組織機(jī)構(gòu) 9
3.1.2人力資源現(xiàn)狀 10
3.2哈爾濱xx技術(shù)有限公司績(jī)效考核現(xiàn)狀 12
3.3哈爾濱xx技術(shù)有限公司績(jī)效考核中存在的問題 14
3.3.1考核定位有偏差 14
3.3.2績(jī)效考核指標(biāo)缺乏系統(tǒng)性 15
3.3.3績(jī)效考核缺少必要反饋 15
3.3.4沒有進(jìn)行工作分析 16
第4章 哈爾濱xx技術(shù)有限公司績(jī)效考核方案設(shè)計(jì) 16
4.1設(shè)計(jì)目標(biāo) 16
4.2職位分析 17
4.3 崗位價(jià)值評(píng)估 18
4.4設(shè)計(jì)的內(nèi)容 18
4.4.1考核維度 18
4.4.2公司關(guān)鍵績(jī)效指標(biāo)的分解 21
4.4.3考核程序 24
4.4.4考核周期、申訴及處理 26
4.4.5考核結(jié)果的運(yùn)用 26
結(jié)論 28
致謝 29
參考文獻(xiàn) 30
附錄一 32
附錄二 35