代写管理学论文-管理职称论文发表，企业绩效管理存在的问题与对策
Enterprise performance management problems and Countermeasures
Abstract: the performance management is the enterprise human resources management center. This article in the analysis enterprise performance management on the basis of the existing problems, this paper discusses how to construct an effective performance management system.
Key words: human resource performance management system
Effective performance management can promote enterprise orderly operation of the internal management mechanism, the management of enterprises, help improve the competitiveness of enterprises, so it should be from the strategic height to know the importance of performance management. How to correctly understand and practice of performance management, enhance their ability of scientific development, has become the important content of business administration.
One, the important significance of enterprise performance management
1, performance management can effectively promote the strategic target of enterprise implementation. Performance management is the staff individual goal and enterprise goal unifies, improve employee performance to achieve a goal for enterprise development constantly move in circles of the process, is the enterprise strategy management important carrier.
2, performance management can improve the management level of managers at all levels. Performance management is the management in continuous communication process, can make the management guidance for staff, training and incentives, and continuously improve the management level.
3, to fully exploit the potential of staff performance management. Through the performance management, found the problems in work, foster strengths and circumvent weaknesses, enhance staff capacity, make employee progress.
Two, enterprise performance management problems
1, the lack of a complete performance management thought. Without a system set up a complete performance management system, not clear performance management process, only caught a process of performance management, the performance evaluation, performance assessment is equivalent to the performance management, performance management is simplified to form design, assessment report and certification, and further performance analysis, performance feedback and communication, improved work did not begin.
2, performance management orientation. Performance management positioning deviation is mainly reflected in the performance management goal is too narrow, often to stay in merely give staff grading, bonus, allocation, and ignore the performance management ultimate goal is to achieve performance improvement and enhancement of performance management, leading to the real purpose can not be achieved, thereby greatly reducing the performance management function and function.
In 3, employees actively participate in degree low. Think performance management is just the human resources department work, all levels of managers and staff participation is inadequate, become passive recipients of performance management. Human resources department in the performance management of the mission is the development goal of the enterprise effectively decomposed into departments and employees, organize and coordinate the work of various departments, employee involvement and the level of support is key to the success of the performance management.
In 4, the improper design of performance index. Performance index and the strategic objectives of enterprises are out of line, between the two did not achieve effective undertake. Employee performance index is not from the strategic goal of the enterprise layer decomposition to obtain, but according to their working content presented, not top-down decomposition. In the actual operation mostly adopts some no accurate definition of the index to assess staff performance management, lead to flow at the form.
In 5, the performance appraisal standards. Assessment criteria of fuzzy, not to specific posts for the specific analysis, qualitative index is too much, it is difficult to accurately quantify assessment, difficult to enforce. Evaluation in the assessment tend to personal subjective feelings, usually based on his assessment was the subjective impression of that injustice, examination, examination results of guidance is not strong, influence the performance appraisal of the scientific.
Three, setting up effective performance management system
Enterprise performance management must walk out of traditional personnel management and misunderstandings, from performance assessment to performance management improvement, in accordance with the modern enterprise management ideas, establish a complete and scientific system of performance management, improve enterprise performance level, promote the realization of the strategic goal of the enterprise.
1, strengthen the publicity and training, to ensure the implementation of performance management. Enterprise performance management is the emergence of the problem, one of the main reasons is that the concept of personnel at all levels, skills can not keep up. Must be on to senior leadership, down to the grass-roots staff each have emphasize particularly on guidance and training, efforts to facilitate assessment, the assessment to be the change of concept, the correct attitude, correct understanding and implementation of effective. On the enterprise managers, need to update the performance management idea, improve performance management capabilities, a full understanding of the performance management scheme, organize staff performance management. On the grass-roots staff, through performance management, to understand their work existence question and the insufficiency, a definite improvement in the direction and goals, so that the ability of individuals with the performance assessment and the implementation of improved.
2, accurate positioning performance management, enhance the level of performance management. Performance management localization is performance management objectives and direction of the problem. Performance management to evaluate the current work focused on performance, both future performance improvement and the strategic target realization, its fundamental purpose is to continuously improve the performance of individuals and organizations, achieve the ultimate goal of enterprises. Therefore, enterprises should according to their stage of development and operational characteristics, such as enterprise culture to organize the implementation of performance management, strive to ensure that the employee's work behavior and work outcomes and organizational objectives.
3, design a scientific performance index, objective set assessment standard. Performance indicators must be in the enterprise development strategy under the guidance of the company, each index by the enterprise to the sector by sector, to the individual, layer decomposition. Firstly, according to the individual's annual work targets, combining the job content, nature, initial identification of the position performance assessment of the elements. And then to take into account in the process of the role, responsibilities and ditto, the relationships between the lower, to determine the final positions in various performance indicators and assessment standard.
4, effective performance cycle, the establishment of a complete performance evaluation system. A complete performance management should be a performance plan, performance coaching, performance evaluation and feedback and performance results of the application of the four steps of the cycle. Development of performance plan to combine working key and target, design evaluation system, determine the post performance index. The implementation of performance coach level, to help the staff continuously improve work methods and skills, corrects employee behavior and target deviation, and track the target and modify. Performance evaluation to be objective and fair, and timely feedback, so that employees understand their performance status, make clear next goal. After completion of the assessment, the performance evaluation of the results applied to salary, promotion, distribution, such as the dismissal of the specific human resources decision making, but also for employee occupation career design proposal, form effective performance incentive system.
摘要：绩效管理是企业人力资源管理的中枢。本文在分析企业绩效管理中存在的问题基础上，论述了如何构建有效的绩效管理体系。
关键词：人力资源 绩效管理 完整体系
代写管理学论文有效的绩效管理能够促进企业内部管理机制有序运转，实现企业各项经营管理目标，有助于提高企业的竞争力，所以应该从企业发展的战略高度来认识绩效管理的重要性。如何正确认识和实践绩效管理，增强企业科学发展能力，已成为企业管理的重要内容。
一、企业绩效管理的重要意义
1、绩效管理能够有效推进企业战略目标实施。绩效管理是通过将员工个人目标和企业目标相结合，提高员工绩效来实现企业发展目标的一个不断循环往复的过程，是企业实施战略管理的重要载体。
2、绩效管理能够提高各级管理者的管理水平。绩效管理是管理者与被管理者持续沟通的过程，能够促使管理者对员工进行指导、培养和激励，不断提高管理工作水平。
3、绩效管理能够充分发掘员工潜力。通过绩效管理，发现工作中的问题，扬长避短，提升员工工作能力，促使员工不断进步。
二、企业绩效管理存在的主要问题
1、缺乏完整的绩效管理思想。没有建立一套系统完整的绩效管理体系，没有理清绩效管理的流程，只抓住了绩效管理的一个环节，即绩效考核，把绩效考核等同于绩效管理，将绩效管理简化为对考核表格的设计、填报和认定工作，而进一步的绩效分析、绩效反馈与沟通、改进与提高等工作并没有展开。
2、绩效管理定位不准。绩效管理定位的偏差主要体现在绩效管理目的定位过于狭窄，往往把目的仅仅停留在给员工分级、发奖金、搞分配上，忽视了绩效管理最终的目的是实现绩效的改进与提高，导致绩效管理的真正目的无法实现，从而大大降低了绩效管理的功能和作用。
3、员工主动参与度低。认为绩效管理仅仅是人力资源部门的工作，各级管理者和职工的参与度不够，成为绩效管理的被动接受者。人力资源部门在绩效管理中的任务是将企业的发展目标有效地分解到部门和员工，组织和协调各部门的工作，员工参与和支持的程度才是绩效管理工作成败的关键。
4、绩效指标设计不当。绩效指标与企业战略目标脱节，二者之间没有实现有效的承接。员工的绩效指标不是从企业的战略目标逐层分解得到的，而是根据各自的工作内容提出的，不是自上而下的分解。实际的操作中大多采用一些无准确定义的指标来考核员工，导致绩效管理流于形式。
5、绩效考核标准不规范。考核标准模糊，没有做到对具体岗位进行具体分析，定性化指标太多，难以准确量化，考核执行难。考核者在考核时往往以个人的主观感觉为主，通常根据自己对被考核者的主观印象来进行，以致考核不公正、考核结果指导性不强，影响了绩效考核的科学性。
三、构建有效的绩效管理体系
企业绩效管理必需走出传统人事管理方式和认识的误区，实现从绩效考核向绩效管理的提升，按照现代企业管理思想，建立起完整科学的绩效管理体系，不断提升企业的绩效水平，推动实现企业的战略目标。
1、加强宣传培训，确保绩效管理实施。企业绩效管理之所以出现上述问题，其中一个主要原因就是各级人员的观念、技能跟不上。必须对上至高层领导、下至基层员工进行各有侧重的引导和培训，努力促成考核者、被考核者观念的转变、态度的端正、理解的正确和执行的有效。对企业管理者而言，需要更新绩效管理观念，提升绩效管理能力，充分理解绩效管理方案，组织员工实施绩效管理。对基层员工而言，通过绩效管理，要及时了解自己工作中存在的问题和不足，明确改进的方向和目标，从而让个人的能力随着绩效考核的推行而不断得到提高。
2、准确定位绩效管理，提升绩效管理水平。绩效管理的定位即绩效管理的目标与方向的问题。绩效管理以评价当前工作业绩为重点，兼顾未来绩效改进与战略目标的实现，其根本目的是为了持续改善个人和组织的绩效，最终实现企业目标。因此，企业要根据自己发展的阶段和业务的特点、企业文化等来组织实施绩效管理，努力确保员工的工作行为和工作成果与组织目标保持一致。
3、管理职称论文发表科学设计绩效指标，客观制定考核标准。绩效指标的制定必须是在企业发展战略的指导下，将企业的各项指标由企业到部门，由部门到个人，层层分解下去。首先要根据个人的年度工作目标，结合岗位的工作内容、性质，初步确定该岗位绩效考核的各项要素。然后要综合考虑个人在工作流程中扮演的角色、责任以及同上、下游之间的关系，来最终确定各个岗位的绩效指标和考核标准。
4、有效运行绩效循环，建立完整绩效体系。一个完整的绩效管理应该是绩效计划、绩效辅导、绩效评价与反馈和绩效结果应用四个步骤的循环。制定绩效计划时要结合部门工作重点和目标，设计考核体系，确定岗位绩效指标。实施绩效辅导阶段，要帮助员工不断改进工作方法和技能，随时纠正员工行为与目标的偏离，并对目标进行跟踪与修改。绩效评价要客观公正，并及时反馈，使员工了解自己的绩效状况，明确下一步的奋斗目标。完成考核后，要将绩效考核的结果应用于薪酬、晋升、调配、辞退等各项具体的人力资源决策中，同时还要为员工的职业生涯设计提供建议等，形成有效的绩效激励体系。