民營企業(yè)績效管理問題研究



包括外文翻譯




摘  要


隨著我國市場經(jīng)濟體制的逐步健全，競爭和優(yōu)勝劣汰已成為我國大多數(shù)民營企業(yè)的生存狀態(tài)，如何優(yōu)化企業(yè)管理進而提升核心競爭力成為每個企業(yè)必須面對和解決的嚴峻課題。管理大師彼得•德魯克說：“企業(yè)管理無非是人力資源管理”，而摩托羅拉更是直白地將人力資源管理歸結(jié)為績效管理。績效管理作為現(xiàn)代企業(yè)人力資源管理的一種重要工具和手段，在戰(zhàn)略實現(xiàn)、人才開發(fā)以及員工管理等方面發(fā)揮著重要的作用，這一點已經(jīng)逐漸成為我國民營企業(yè)的共識。為此，許多民營企業(yè)都正在執(zhí)行或者準備實施績效管理辦法，以力圖解決其長期存在的員工工作積極性不高、人浮于事以及競爭力弱等問題。然而，在管理實踐中我們卻發(fā)現(xiàn)，大多數(shù)民營企業(yè)在績效管理方面所做出的努力并未取得預期的效果：有些淺嘗輒止，有些流于形式，有些則不了了之。對此，本文立足于民營企業(yè)績效管理實踐，在分析現(xiàn)狀的基礎上，對其規(guī)范和優(yōu)化績效管理的途徑進行了粗淺的探索。

民營企業(yè)作為我國國民經(jīng)濟的新生力量，在國民經(jīng)濟中有著越來越重要的作用。但是由于民營企業(yè)天生的草根性，其在管理上存在著很多的不規(guī)范。而績效管理作為管理的一個較高的層次，在民營企業(yè)中的應用還存在著很多的問題，其中與企業(yè)的戰(zhàn)略相脫節(jié)，人力資源管理的基礎工作不扎實等問題尤為突出。

本文研究了國內(nèi)諸多學者關(guān)于我國民營企業(yè)績效管理存在問題的研究，總結(jié)了我國民企業(yè)績效管理中存在的諸多問題，對提出了解決的辦法：以績效管理理論為指導，以績效管理措施為手段，全面分析績效管理在民營企業(yè)中運用的重要性，通過績效管理這個完整的系統(tǒng)，讓經(jīng)營者、管理部門和員工等企業(yè)的各個層面全部參與進來，上下溝通互相銜接，將企業(yè)的戰(zhàn)略目標、管理方式與員工的績效目標管理等內(nèi)容結(jié)合起來，以激發(fā)員工的積極性和主動性，使每個員工的業(yè)績和素質(zhì)得到不斷提高，并促進企業(yè)整體績效水平的提升，最終實現(xiàn)企業(yè)的發(fā)展目標。


關(guān)鍵詞：民營企業(yè)；績效管理；現(xiàn)狀；問題；對策


 


 


 


 

Problem of Performance Management in Private Enterprise

ABSTRACT


As China gradually improve the market economic system, competition and survival of the fittest has become survival of the majority of private enterprises in the state, how to optimize business management and thus enhance the core competitiveness of every company must face and resolve the serious issues. Management guru Peter Drucker • said: "Management is nothing more than human resource management", and Motorola is straightforward to human resources management comes down to performance management. Performance management as a modern human resource management an important tool and means to achieve the strategy, talent management, staff development and play an important role, it has gradually become the consensus of private enterprises in China. For this reason, many private enterprises are being implemented or prepared to implement performance management approach to trying to resolve its long-standing enthusiasm of the staff is not high, overstaffing and weak competitiveness and other issues. However, in management practice, we have found that most private enterprises in terms of performance management efforts have not achieved the desired effect: some tasted, some a mere formality, and some nothing. In this regard, the paper based on private enterprise performance management practice, based on the current situation in the analysis, specification and optimize the performance management of their way to the shallow exploration.

   Private enterprise as a new force in our national economy in the national economy has become increasingly important role. However, due to a natural grass-roots private enterprise, its management, there are a lot of non-standard. The performance management as a high-level management in private enterprise application, there are still a lot of problems, out of touch with the business strategy, human resource management issues such as foundation work is not particularly strong.

     In this paper, many scholars of domestic private enterprise performance management of the research problem, I summed up the National Enterprise Performance Management in many problems, the proposed solution: theory as a guide to performance management, performance management measures as a means a comprehensive analysis of performance management in the importance of the use of private enterprises, through the complete performance management system that allows operators, management and staff at all levels of all other companies involved, communication interface between the upper and lower, the enterprise's strategic objectives, employee performance management and goal management, etc. together in order to stimulate employee motivation and initiative, so that each employee's performance and continuously improve quality and to promote their overall level of performance improvement, and ultimately achieve business development goals.


Key words：Private enterprises；Performance Management；Status；Problems；Strategy

 

目  錄

引言……………………………………………………………………………..