摘 要

　　　人員績(jī)效考核還沒(méi)有普遍成為我國(guó)企業(yè)必須進(jìn)行的一項(xiàng)人力資源管理工作。許多企業(yè)還沒(méi)有完善的績(jī)效考核制度，南方都市報(bào)（以下簡(jiǎn)稱南都）作為在中國(guó)頗具影響力的新聞媒體，其績(jī)效考核制度也存在很多的漏洞，一定程度上限制了企業(yè)的發(fā)展。南都現(xiàn)行的績(jī)效考核方法是目標(biāo)管理法，這一方法一定程度上增加了員工的危機(jī)感，改善了報(bào)社員工的工作效率，取得了一定的效果，但是也由于其績(jī)效指標(biāo)過(guò)于量化，沒(méi)有完備的崗位分析結(jié)果，導(dǎo)致在績(jī)效考核中存在指標(biāo)單一，考核標(biāo)準(zhǔn)不明確，暈輪效應(yīng)等等問(wèn)題，本文在對(duì)南都存在問(wèn)題的基礎(chǔ)上，從績(jī)效考核的指標(biāo)體系，標(biāo)準(zhǔn)體系，績(jī)效反饋，崗位分析等所學(xué)知識(shí)進(jìn)行分析，并提出了360度績(jī)效考核法，加強(qiáng)績(jī)效的監(jiān)督，完善績(jī)效考核指標(biāo)、標(biāo)準(zhǔn)體系，進(jìn)行崗位分析的解決方案。
　　　

ABSTRACT

Staff performance hasn't generally become China's enterprises must be a human resource management. Many companies still not perfect performance eva luation system in China, the southern metropolis daily as influential media, the performance appraisal system also has many loopholes, to a certain extent, hampered the development of the enterprise. SMW current performance appraisal methods of administration, the goal is to a certain extent, the method of increasing staff and improve the crisis of the newspaper the employee's work efficiency, has obtained the certain effect, but also because of its performance index is not complete, the quantitative analysis results, resulting in position in the performance eva luation index of eva luation criteria, there is not clear, the halo effect etc, this paper on the basis of existing problems nunn, performance eva luation index system from the standard system, performance feedback, post analysis knowledge is analyzed, and puts forward the performance assessment method of 360 degrees, strengthen supervision and improve the performance of performance eva luation index system, and standard of position analysis solution.

關(guān)鍵詞：崗位價(jià)值；績(jī)效考核 ； 暈輪效應(yīng)


Key words: Post value, Performance eva luation, Halo effect







目 錄
1 績(jī)效考核的概述 1
2南方都市報(bào)績(jī)效考核的現(xiàn)狀 1
　　2.1南方都市報(bào)簡(jiǎn)介 1
2.2南方都市報(bào)績(jī)效考核的現(xiàn)狀 2
　　3南方都市報(bào)員工績(jī)效考核中存在的問(wèn)題 3
3.1績(jī)效考核指標(biāo)過(guò)于單一 3
3.2員工的崗位價(jià)值缺少量化 3
3.3績(jī)效考核標(biāo)準(zhǔn)的設(shè)計(jì)不明確 4
3.4績(jī)效考核中暈輪效應(yīng)現(xiàn)象嚴(yán)重 4
3.5績(jī)效考核過(guò)程中缺乏監(jiān)督引導(dǎo) 4
　　4南都員工績(jī)效考核存在問(wèn)題的原因分析 5
4.1績(jī)效考核標(biāo)準(zhǔn)體系不健全 5
4.2不注重績(jī)效考核指標(biāo)的科學(xué)性 5
4.3企業(yè)文化的氛圍影響績(jī)效考核結(jié)果的客觀和公正 5
4.4績(jī)效考核管理者的個(gè)人喜惡影響考核結(jié)果 6
4.5沒(méi)有樹立正確的績(jī)效考核理念 6
　　5針對(duì)南都員工績(jī)效考核存在問(wèn)題的措施 6
5.1建立完整的績(jī)效考核指標(biāo)體系 6
5.2做好崗位分析打牢績(jī)效考核的基礎(chǔ) 7
5.3建立明確的績(jī)效標(biāo)準(zhǔn)體系 7
5.4建立360度績(jī)效評(píng)價(jià)體系 7
5.5加強(qiáng)績(jī)效考核的監(jiān)督引導(dǎo) 8
6結(jié)論 10