【作者】 余冰；

【导师】 姚艳虹；

【作者基本信息】 湖南大学 ， 工商管理， 2003， 硕士

【摘要】 本论文通过对绩效考评相关理论的分析研究，对SY公司员工绩效考评体系进行了比较全面的分析，总结了SY公司在绩效考评过程中的经验和不足，并针对存在的问题提出了绩效考评的改进方案。 SY公司绩效考评值得借鉴的方面有：对考评的目的进行了明确的定位、绩效考评过程中强调沟通、明确绩效考评是各部门管理者的工作、重视绩效目标的管理、实行员工的自我评价以及采用了比较科学的考评等级确定方式。 同时，SY公司在绩效考评过程中存在以下问题：考评覆盖面较窄、考评手段欠科学、绩效目标制定不合理、沟通不当、考评中存在偏差以及考评结果的反馈和运用不当。 针对考评中存在的问题，作者提出了SY公司的绩效考评改进方案，其主要思想为建立分层分类的绩效考评体系，实现对员工的个性化考评。该考评方案的具体内容包括：明确划分员工的职层、职类；确定合理的考评内容；确定适宜的考评周期；选择恰当的考评形式；合理安排考评的组织机构及考评程序；有效确定考评成绩；合理运用考评结果。更多还原

【Abstract】 After study the employee appraisal system comprehensively, guided by the related theory, the author summarized the strengths and weaknesses of company SY, and put forward another appraisal scheme for it.The current evaluation program has following experiences for reference, such as orientated the practical aims for performance evaluation, emphasis communication through the evaluation process, clarify the appraisal responsibility to all managers, value the management of objectives, adopt self-rating and made the performance ratings reasonably.While the following issues should be paid much attention to, only partly included ratees, unpractical appraisal measures, irrational objectives, improper communication, rating errors, unsuitable feedback and inappropriate usage of ratings.In accordance with these weaknesses, the new program is based on the division of layer and category of position; contend to an individualized appraisal method. The new plan include the following parts, differentiate the layer and category of the position clearly, set appropriate performance goals, determine suitable rating cycle, choose right appraisal form, arrange the exact raters and session, confirm performance ratings and rationally apply the ratings.更多还原