【作者】 李宪振；

【导师】 张呈琮；

【作者基本信息】 河北师范大学 ， 人口、资源与环境经济学， 2008， 硕士

【摘要】 进入21世纪后,经济的全球化和国际化使我国的企业面临着更加激烈的市场竞争。为了培养和保持竞争优势,使企业获得长期持续的发展,很多企业设立了国际业务部(International Business Department, IBD),以参与国际化的分工,分享全球资源配置带来的机遇。然而,由于该部门的新兴性、独立性和战略性,尽管应用了先进的人力资源管理思想,但在如何将先进的人力资源管理思想转化为适合本企业特点的可操作的制度、措施和技术手段上难有突破,本研究以ZS企业IBD的绩效考核为案例,深入剖析ZS企业IBD的绩效考核状况,结合先进的绩效管理理论,全面、系统地分析了ZS企业IBD的绩效考核现状及存在的问题,找出产生问题的根源,并提出解决问题的措施。根据IBD的组织结构图,对各个层面的管理对象重新设计以业绩为基础的绩效考核体系,并分析了该体系如何与公司战略进行衔接,为这一新兴部门的高绩效运作提供了有意义的借鉴与参考。全文共分六部分,引言部分,首先说明了对ZS企业IBD员工绩效考核研究的宏观背景和企业背景、选题目的和意义,指出在营销越来越成为企业赖以生存发展生命线的时候,如何对员工进行绩效考核对企业影响重大,它不仅直接影响到员工积极性的发挥和潜能的开发,而且影响员工、部门进而扩展至整个企业的绩效和员工的保留率。研究问题、分析原因、提出解决的措施不仅能够提高员工和部门的绩效水平,为企业发展提供借鉴,而且也具有很强的现实意义和理论意义。其次,介绍了本文的研究方法和全文的整体框架,主要利用采访调查、跟踪调查、实地考查、实地取阅资料等方法。文献综述部分,首先是绩效考核理论综述,包括绩效考核的发展、方法、目的和意义等。其次是对部门绩效考核的综述,介绍了国内对部门绩效考核的研究情况,指出对自营进出口企业IBD绩效考核进行的研究属于创新之处。现状分析部分,ZS企业IBD员工绩效考核现状分析,全面系统地分析了IBD绩效考核的现状、存在问题以及问题产生的原因。绩效考核体系设计部分,首先明确了绩效考核体系设计原则和思路。根据对IBD员工绩效考核的分析,本着公平、系统、适用的原则,提出了重新设计绩效考核体系的思路和框架,然后根据框架图设计了绩效考核体系。第五部分为该体系的运作如何与公司战略相适应,从理论与实践紧密结合的角度,探讨如何把绩效考核先进的理论转变为可操作的制度、措施和技术手段,如何通过变量的调节实现战略的传导作用。最后为方案总结、结论和建议。更多还原

【Abstract】 The enterprises of China are facing more intense marketing competition because of economic globalization and internationalization after the entry of 21st century, which spurred the new department, called International Business Department, simply IBD in abbr. , for most enterprises in order to cultivate and maintain competition advantage. It facilitates the international division of labor and shares the opportunity of the optimal allocation of global resources. However, it’s hard to make great breakthrough on how to transform the advanced theory of HRM into operable system, measure and technic methods as for IBD’s start-up, independence and strategic. This paper is based on the background of performance appraisal (PA) to IBD’s employee in ZS enterprise, combined with the theory of PA and makes a full and systemic analysis and investigation about the current situation and existent problems of IBD, designs and establishes a set of PA system guided by Key Performance Index (KPI) for the related personnel according to IBD’s framework, illuminates and pictures how to adopt to company’s strategic development, provides a good use for reference for IBD’S high performance operation.The text comprises of six chapters: First is preface, including the introduction of macro-economic and company’s background, which indicates that the company has to face the exterior exporting pressure and interior cost-rising pressure, purpose and significance of this study. The author points out that how to make an excellent PA means greatly to enterprise, especially when marketing is becoming the lifeline, which involves exertion of positive and development of potential, and further affect the performance of the whole unit. Investigating problems, analyzing factors and providing methods will promote the improvement of performance and a good use for reference, also the meaning in practical and theoretical. The second chapter summarizes the concerned theory of PA, including history, methods, aim and meaning. Then makes generalization for the studying situation at home and abroad for department PA, also points out where is the innovation. The current situation, existent problems and the reasons why comes out these problems of PA to IBD employees are the contents in chapter 3. Chapter 4 gives the principle and procedure of the design for system, then, makes the detailed introduction on how to design the PA system according to the principle and procedure. In chapter 5, it explains how to adopt to company’s strategic development through the conduction and adjustment of variables in the system. Sum-up, conclusions and suggestions are the last contents of the text.更多还原