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上海交通大学硕士学位论文YX公司研发人员绩效管理研究姓名：倪柳美申请学位级别：硕士专业：工商管理指导教师：唐宁玉20080601YXYXIT,YX,,,RESEARCHOFR&DEMPLOYEE’SPERFORMANCEMANAGEMENTOFYXCOMPANYABSTRACTYXcompany,aleadingproviderofhigh-qualitytelecomsoftwaresolutionsandservicesinChina,providesITsolutionsandservicestoChinesetelecomoperators.Butthecorporationispoorinhumanresourcemanagement.Withthedevelopmentoftechnologyandmoreandmoreacutecompetition,motivationofR&DemployeehasbecomethestrategicchoiceofbuildingthecompetenceoftheenterpriseandthekeyofHRmanagement.HowtoeffectivelymotivateR&DemployeeiscloselyrelatedtotheR&Demployee’sperformancemanagementsystem.ByusingsomecorrelativeHRtheorylikeperformancemanagement,thecurrentperformanceevaluationsystemofR&DemployeeinYXcompanyaswellastheproblemsremainedinthesystemhavebeenanalyzed.Theproposalofimprovingtheperformancemanagementsystemaccordingtothesituationofthecompanywasprovided.ThenewperformancemanagementsystemincludeshowtoestablishquantitativeKPI,howtosetdowntheprocessofperformanceappraisalandhowtoimplementtheperformancemanagementsystem.ItisalsopointedoutthattheR&Demployee’sperformancemanagementsystemshouldbemodifiedcontinuouslytomakeconsistenttotheenterpriseoperationalaim,whileafairandobjectivesalarysystembasedonperformanceexaminationshouldbeestablishedtoinspireR&DemployeetoimproveperformancecontinuouslytoachievethedevelopingstrategyofWin-Winbetweenemployeeandenterprise.KEYWORDS:humanresource,performancemanagement,employee’smotivation,performanceappraisalMBAYXYXYXYXITITMBAYX1IT11IT3200630%50%TCLMBAYX15110ERP123430%20101000065%28%201012510-1510040-5050MBAYX12IT208020200538411IT2865200863081ITITITIT3000ITMBAYX1ITTable1TheResearchReportontheStatusofTalentedPersonnelinChina’sITIndustry5740142.31%2406232.22%1832325.47%1448456.59%3213525.13%1427618.28%1038762.48%3539822.26%1261915.25%8641032.62%32351127.08%26861226.62%26401313.68%13571828.48%16231926.80%15272019.71%11232111.81%6732211.79%672231.40%802IT168IT21-3593.6%2007ITMBAYX65.8%62.7%26.7%IT2007IT86.7%679.1%48.9%24.0%17.8%3100LinuxLinux2005553817384IT75IT75MBAYXIT2610105ITITITIT99.99%ITITITMBAYXIT5R&DR&D70%ITMBAYX2YX21YXYXInternetYX10500300YX22YXYXInternetworld-classMBAYXYX1YXFIGURE1TheOrganizationalStructureofYXCompany100MBAYX23YXYXIPInternetChinaNetIPCNCNetBOSS1200BOSSHRM70%3S(Software)SolutionService21500500GECEOIntegrityandHonestyMBAYXMutualTrustandRespectPassionforInnovationandCreativityResultFocusandPursuitofExcellenceTeamworkSpirit24YXITITITYXYX7%55%30%YXYXMBAYXYXYXYXYXCMMI5YXCMMI5YXYXCMMIYX25YX1YX84097%17%,70%MBAYX17%70%13%YX2YXFIGURE2YXCompanyEmployees’CultureDegreeStructure829382%9%3%6%YX3YXFIGURE3YXCompanyEmployees’SkillStructure18-307331402141556MBAYX183073%314021%41556%183031404155YX4YXFIGURE4YXCompanyEmployees’AgeStructure2YXITYXYX:HRMHRMMBAYXHRMHRMHRMMBAYX/YXYXMBAYXHRHRMHRMHRMMBAYX3YX31YXYXKPI(KPIKeyProcessIndication)KPIKPIKPI(KPI)KPIKPIKPIKPI()KPIMBAYX1KPI2YX5FIGURE5TheProcessofPerformanceAppraisal:•:•(KPI)•••/MBAYX32Table2TheDistributionofAssessmentOutstanding//10ExceedsRequirements/25MeetsRequirements/55NeedsImprovements/5Unacceptable/YX545=4=3=2=1=MBAYX3Table3TheAssessmentofKeyPerformanceIndex1./2./3./4.5.5=4=3=2=1=4Table4TheAssessmentofKeyActionIndex/MBAYX5Table5TheIntegrationofPerformanceAssessmentMBAYX32YX32112MBAYX322YX25YX1234567891011MBAYX323YXMBAYXKPIMBAYX4YX41YX1191813A(1999)MBAYX2MBAYX42123MBAYX44312MBAYX34YX56ITYXMBAYX444411MBAYX23MBAYX45MBAYX44212(3)4(5)MBAYX()6MBAYX5YX51511MBAYXSMARTSpecificMeasurableAttainableRelevantTime-based681timetomarket2YXMBAYXYX6Table6TheAssessmentofKeyPerformanceIndexofWorkTeamMBAYX7Table7TheRulesofWeightEvaluation30%5%3055100%1.2.33.3-64.65.5MBAYX512MBAYX513MBAYX360YXYX5141MBAYX252521MBAYX522(1)(2)(3)(4)(5)()(6)YX1230.10*3MBAYX8Table8TheResultsofNewApproach4/2//50%30%BUG1273/1.5/30%60%40%70%523()(1)(2)(3)(4)(5)(6)(7)(8)(9)(10)(11)MBAYX531234MBAYX567MBAYXITITITITITITMBAYX[1].A..R..2006366399[2].P.2006542550[3]KPI2007121150[4]2006101119[5].2007212[6]2003106112[7].20043038[8]20062934[9]200337374[10]200812427[11]200382324[12]20032105107[13]2003103435[14]R&D2003111315[15]20064138139[16]200624547MBAYX[17]200521125129[18]20064120121[19]2005125051[20]200463136[21]A200534142MBAYXMBAMBAYX[1]SWOT20082YX公司研发人员绩效管理研究作者：倪柳美学位授予单位：上海交通大学相似文献(10条)1.学位论文张焱湖南中大创远公司研发人员绩效管理方案设计2008目前业界关于中国产业升级换代都会提到要从“中国制造”走向“中国创造”。所谓“中国创造”实际上就是要提升中国企业的技术创新能力，这就需要企业在研发上加大投入。企业的研发人员是企业技术创新的主体，他们的创新能力和水平的高低实际上决定了这个企业技术创新的持续竞争力。所以，如何对研发人员进行绩效评估，确实是绩效管理系统中的难中之难。根据研发人员不同的岗位职责与要求，建立一套综合立体、分层分类的研发人员绩效管理体系，无疑对企业提升其研发水平与创新能力具有积极的作用。本文以关键业绩指标绩效管理理论和平衡计分卡绩效管理理论为指导，在综合国内外绩效管理研究成果的基础上，分析了中大创远公司研发人员绩效管理现状，其可取之处主要在：重视了绩效目标的制定与绩效辅导，并且强调研发人员的绩效管理。但是，其研发人员的绩效管理也存在以下问题：缺乏专门针对研发人员的管理办法，考评周期界定单一，以及绩效管理没有与人力资源系统其它模块协同作用等等。在分析了中大创远绩效管理现状的基础上，对公司研发人员的绩效管理进行了改进。基于研发人员工作业绩的较难测定性及专业分工性，只有构建分层分类的研发人员绩效管理体系，才能实现对研发人员的个性化考评，发挥绩效管理的最大功效，促进研发人员工作绩效的提升。对待不同的研发人员应采用不同的考评方法：如项目主管工程师应采用BSC评价法；工程师和助理工程师可采用KPI评价法。在综合改进研发人员绩效管理方案，并构建关键业绩指标体系后，指出该如何建立科学的研发人员绩效管理制度。研发人员绩效管理方案的实施应注意：应将考评结果与激励机制有效地结合，要不断修正完善绩效考评方法，不断营造绩效考评氛围，并在思想、组织及制度方面提供考评体系运行保障。最后，指出该方案需进一步改进的方向。该体系如何与人力资源其他模块以及与组织架构、业务流程、企业文化等其他配