湖南工业大学本科生毕业设计（论文）
绩效管理的执行力研究
--以某公司为例
摘要
在企业的实际运营管理过程中，人力资源已逐步彰显其对于传统物力资源的优先重要性，成为企业的核心资源。绩效管理作为人力资源管理的核心对于企业发展的重要作用已成为企业家及业界的共识，绩效管理的好坏直接决定人力资源管理的好坏，将直接决定企业在未来竞争中的命运，势必会成为企业维系竞争优势的核心要素之一。然而受公司发展现状和发展阶段、管理理念以及自身制度完善的程度等原因，与其发展现状相悖的是，公司的绩效管理管理呈现薄弱的现状，出现许多不尽完善、亟待解决的实际问题。绩效管理的发展现状无疑会成为公司实现自身战略目标的羁绊。针对目前公司的现状，结合吸收现行的理论研究思路，本文从绩效管理和执行力的基本概念，剖析公司的绩效管理的现状，继而探讨目前整个公司在绩效管理执行中存在的问题，通过分析其中的原因，针对目前公司的现状，进而提出对策。为公司绩效管理工作的改进提供借鉴作用
关键词： 绩效管理 执行力 对策
ABSTRACT
In the actual operation and management process, human resources has gradually highlight its traditional material resources of priority importance, as the core enterprise resources. Performance management as the core of human resources management for enterprise development to the important role of entrepreneurs and the industry has become the consensus of performance management decisions will have a direct human resources management is good or bad, will directly determine the future competitiveness of enterprises in the fate, it is bound to be Enterprises maintain a competitive advantage one of the core elements.However, the company's development status and stage of development, management philosophy and improve the level of its own system and other reasons, their development is contrary to the status quo, the company's management showed weak performance management of the status quo, there many not perfect, the urgent need to solve practical problems. Development of performance management will undoubtedly become the company to achieve its strategic goal of the yoke. aiming at the status quo, combining absorb the existing theoretical research ideas, this article from the performance management and implementation of the basic concepts, analyze the performance management of the status quo, then the whole of the current performance management company in the implementation of the existing problems through the analysis of which The reason, the view of the current status quo, then put forward countermeasures. Performance management for the company to improve the provision of reference.
Keywords: Performance Management Executive power Countermeasures
湖南工业大学本科生毕业设计（论文）
目 录
一、 涵义解析 ································································································· 7 （一）绩效管理 ················································································································ 7 1、 绩效 ························································································································ 7 2、 绩效管理 ············································································································ 7 （二）执行力 ···················································································································· 8 二、 某公司绩效管理执行力的现状分析 ···························································· 8 （一）企业绩效管理缺乏战略思维 ················································································ 8 （二）绩效考评的系统故障 ···························································································· 8 （三）考评者与被考评者的认知偏差 ·········································································· 10 （四）绩效管理的激励机制不完善 ·············································································· 10 （五）绩效沟通和反馈的不够 ······················································································· 11 三、 相关对策 ······························································································· 12 （一）从战略上规划绩效管理 ······················································································ 12 （二）选择恰当的绩效考评方法 ·················································································· 13 （三）设定恰当的绩效指标 ·························································································· 14 （四）绩效实施的培训 ·································································································· 15 （五）制定合理激励策略 ······························································································ 16 （六）建立健全反馈体系 ······························································································ 17
参考文献 ····································································································· 20 致谢 ············································································································· 19
湖南工业大学本科生毕业设计（论文）
引言 笔者作为一个人力资源管理的学生，有幸三四月份在深圳某公司人事课实习，期间在老员工的指引下深入了解了公司的绩效管理的方方面面，发现其在绩效管理上存在很多的问题，对其发生了浓厚的兴趣，并作了进一步研究。绩效管理作为人力资源管理的核心业已被人们所广为熟知和接受，企业员工的工作好坏、绩效水平的高低直接关系到企业整体的经济效率和经济效益，而绩效管理的执行力又与之直接决定着绩效管理水平的高低。而某公司的绩效果，又是由绩效管理的关键部分所决定的，即绩效的执行力。
一、涵义解析
（一）绩效管理
1、绩效。管理学的角度看,是组织期望的结果,是组织为实现其目标而展现在不同层面上的有效输出,它包括个人绩效和组织绩效两个方面.组织绩效实现应在个人绩效实现的基础上,但是个人绩效的实现并不一定能保证组织是有绩效的。如果组织的绩效按一定的逻辑关系被层层分解到每一个工作岗位以及每一个人的时候,只要每一个人达成组织的要求,组织的绩效就实现了[1]。
简单的说，绩效即业绩和和效率。绩效管理对企业有着至关重要的作用，它是企业充分利用资源，降低成本，培育核心竞争力，进而获得竞争优势的重要途径。
2、绩效管理是一种提高组织员工的绩效和开发团队及个体的潜能,是组织不断获得成功的管理思想和具有战略意义事例的管理方法。
通过绩效管理,可以帮助企业实现其绩效的持续发展；促进形成一个以绩效为导向的企业文化；激励员工,使他们工作更加投入；促使员工开发自身的潜能,提高他们的工作满意度;增强团队凝聚力,提高团队效率;通过不断的工作沟通和交流,发展员工与管理者之间建设性的,开放性的关系。
当前不少人对绩效管理的看法存在误区，认为绩效管理等同于绩效考核，其实绩效管理不仅包括绩效考核，还要通过绩效考核发现问题，在仔细分析后作出改进，从而提高组织绩效。
绩效管理其实包含四个环节：绩效目标计划--绩效过程管理--绩效考核--绩效考核反馈与激励发展。
（二）执行力