基于AHP的总装单元员工绩效综合考评的实践研究

上海交通大学硕士学位论文基于AHP的总装单元员工绩效综合考评的实践研究姓名：吕纵骅申请学位级别：硕士专业：工业工程指导教师：江志斌;刘小林20060901AHPAHPTheAnalysisofAssessingtheEmployeesatGeneralEquipmentDepartmentUnitBasedonAHPMethodAbstractTherearefouressentialsystemsforeffectivemanagementofhumanresources---thestaffinglevels,incentivepolicy,talents’training,andachievementsassessment,whichisthemostimportantone.Properassessment---aneffectivecontrolsystemplaysasacontract,listingtheenterprise'srequiements.Accordingtotheassessmentstandard,theadministratorscandecidewhetherhisemployeesarequalifiedfortheposition.Meanwhile,theemployeesshouldinitiallystrengthenself-supervision.Inabroadsense,achivementsassessmentisthecharacteristicsofemployees’behaviorsandqualitieswhoseperformancehasaninfluenceonthatoftheircompany.Inanarrowsense,assessmentistheemployees’workingachivementsassessedbyheadorganization.Totheleaderorganization,achivementistheperformanceinquality,quantityandefficiency,whiletotheemployees,itistheappraisalontheemployees’workingstatefromtheirleadersorcolleagues.Theworkingachivementsofemployeesproduceagreatimpactonthewholeorganization.Theenterprisegainsfeedbackfromtheassessmentonemployees’achivement,whichinfluencesthewholeenterprise'sefficiencyandproduction.Afterdoingthat,theenterprisemakesproperdecisionsandmeasuresimmediatelysoastogreatlyregulateandimprovehisefficiency.Achievementsassessmenthasbeenstudiedforabouteighteenyears.Duringtheseyears,researchesonachivementassessment,whichfocusonassessorsinformationprocessandprecision,havedevelopedrapidlywithlotsofrelatedworksandexperimentalreports.Theyemphasizetheachivementsassessmentundertheorganizedbackgroundandtrytobroadenresearchintoachivementsassessment.Chinahasconductedextensiveresearchesonachievementsassessmentthoughtheydevelopedsolate.Forsomepracticaldifficultiesofachivementsassessment,thereareveryfewresearchesspecializedingeneralequipmentdepartmentunit.Inthisessay,wefirstanalyzeandelaboratethefunction,approachandprincipleofachivementsassessment,whileexpoundingtherelationshipbetweenthatandachievementsmanagementandpointingoutitspower.ByanalyzingtheachivementsassessmentofgeneralequipmentdepartmentunitinWuxiMachineToolLimitedCompany,theorganizationalstructure,thepersonnelconstitution,theessaydrawsoutanachievementassessmentnormforGeneralEquipmentDepartmentUnit.Onthebasisofsystemanalysis,westipulatetheweightofeverynormbycomparisonwitheachother,establishthemathematicalmodelandapplyAHPmethodsoastoreflecthowimportanteverynormisfortheadministrativepersonnelachievements.Fuzzymathematicscansolvethefuzzyproblemsinourassessingworkandalsomakeanefficientappraisetotheperformanceoftheadministrativestaff.Thismethodmakesassessmentmorescientificandmoreaccurate,reflectingthestaff’slevel.Throughobjectivecommentandquantification,assessmentisbecomingmoreandmorescientific..KEYWORDS:achievementassessmentweightAHPmethodgeneralequipmentdepartmentunit20060930200609302006093011.1KPI1.2[1]2[1]Y[1]1.2.1[2]31.2.2[2]LocherTeel()1988197789%198894%[2]1.341.3.11.11.1Fig1.1Thefunctionofperformanceevaluation1[2]52[1]3[1]4[1]5[2]1.3.2H[3]16231-1256[3]71-1Table1-1Thepracticequestionaireofperformanceevaluation1912//903824625576527508389321029112512161371.4[1]Borman(1986)McCormickHgenRoman(1971)8[4]McCormickHgenCascio(1987)1993KPI36091.575%102.1[5]2.1.12.1.230[1]112.12.1Fig2.1Theconstructfigureofsystembehavior1.234122.1.3[5]701971AHPAHP2.1.4PM[5]PM2.1.5[5]132.2[4]2.2.1[6]2.2.2[6]2.2.3[2]rankingmethodpairedcomparisonmethod1410ABCDE2-1[4]2-1Fig2-1ThepairedcomparisonListABCDEA/1100B0/000C01/10D110/1E1110/24211forcedistributionmethod)152.2.4[1]managementbyobjective,MBO(1)[2]16(2)(3)3603603602.2[4]172.2Table2.2Thecomparelistappraiser12312121212312312312360[4]18[7]2.32.3.12.2[2]192.2Fig2.2Theprocedureofevaluation12342.3.22.3[1]12022.3Fig2.3Theprocedureofpersonnelperformanceappraise213[8]:2242756232.42.4.1[8][9]2.42.4Fig2.4TheRelationofPerformanceManagement2.4.224[10]123425263.13.1.11--2273.13.1Fig3.1TheconstructFigureofTheSystem3.1.23.13.23.3……283.2Fig3.1TheconstructFigureofLingShan3.3Fig3.1TheconstructFigureofWuZhuang3.22912004240%343.33.3.11.30()()2.(+)++()3.4.()3.3.280903112345324.14-1123456334.14.2[11][12]4-1Table4-1TheOperationTableofPerformanceAppraisalSystem12345678l34910lll2ll31l41151161l7ll81191354.1Figure4.1Operationmodelofperformanceappraisalsystem4.2Fig4.2Modelofperformancemanagement364.24.2.1[14][14]12344.2.2371234.2.31234384.34.3.1Vi|i=l,2,,n}10≤iVi=12n11=∑=niiVn394.3.21[15]23AHP)AHP404.44.4.124.34.3354531412341(1)(2)(3)(4)(5)(6)(7)(8)(9)(10)42(11)(12)(13)(14)OP1P2P3P11P12P13P14P15P21P22P23P24P31P32P33P34P35434-4Table4-4OperationTableofWUXIMachineToolsColLtdPerformanceAppraisalSystem4.4.2[23][24]AHPSatty.T.L70AHPAHP44AHPAHP12CKA1,A2,A3AnCKaijEHnnnnjnnninijiiinjnjnjHaaaaAaaaaAaaaaAaaaaAAAAAEΛΛΛΛΛΛΛΛΛΛΛΛΛΛΛΛΛΛΛΛΛΛΛΛ21212222212111211121AaijEHAiAjjiijWWa=(4-1)4-2454-2lEHAiAj3EHAiAj5EHAiAj7EHAiAj9AiAj2,4,6,83CKA()nxnijaA=0ijajiijaa/1i=1,2,n1=iiaλ=⋅(4-2)WAl,A2,A3CKAmax∏==njijijau14-3nuinijiuu=4-4ui(u1,u2,u3,,um)TW=∑=niiiiuu