湘惠集团子公司经营者绩效评估体系设计

湖南大学硕士学位论文湘惠集团子公司经营者绩效评估体系设计姓名：许明辉申请学位级别：硕士专业：工商管理指导教师：吴文华20051001I,3603602002IIIIIIVAbstractThroughtheresearchontherelativetheoriesofperformanceevaluation,andintegratingwiththecharacteristicsoforganizationalstructureofXIANGHUIgroup,andonthebaseoffullanalysistotheperformanceevaluationsystemofsubsidiarycompanies,thethesissummariestheadvantagesanddisadvantagesofcurrentXIANGHUIsubsidiarycompanies’performanceevaluationsystem,andproposesnewperformanceevaluationimprovementprojecttotheexistedproblems.Performancemeasurement,istoevaluateanemployee’sperformancebyhissupervisororrelateorganizationscientifically.Asasystemsengineering,itcanprovideguidelinesinanorganization’sdevelopment,which:1Guideandencourageanemployee’sactivitiescontributetotheorganization’sgoals.2OfferdataandinformationforHRdecision,3Benefitfororganization’smanagementdiagnosing.Performancemeasurementhasdifferentcontentsandemphasesfromthedifferenttargets,purposes,andmeasuringareas.Themeasuringcontentforanorganization’sexecutiveiscomplex,butbasicallyitcanbedividesintofouraspects,Virtue,Ability,DiligenceandAchievement.Therearemanywaystomeasureanemployee’sperformance,suchasBSC,MBO,KPI,360DPMS,GradingMethod,ForcedRankingSystem,SequencingMethod,DualComparingMethod,etc.generally,themethodusedtomeasureorganization’sexecutiveisanintegratedonecomingfromBSC,KPI,MBO,360DPMS.But,somecommonproblemsinperformancemeasurementareharmfultotheresultofmeasurement:1Performanceindicatorsareestablishedun-scientifically.2ThereisanattitudethatsuchworksshouldbedonebyHRalone.3Thetopmanagement’sinvolvementhasbeenignoredintheprocess.4Theresultsdonotbeusedeffectively.XiangHuiGroupisalargepublicITenterprise,ithastenholdingsubsidiaries,threebusinessdivisionsandfourjointventures.Asbecomingtoabusinessgroup,theenterprisepullsallofitsmajorproducts,technologies,markets,capitalandemployeeintosubsidiaries.Thesesubsidiariesareimportantforthewholeenterprise’spresenceanddeveloping.It’sbecomingthecoreworkoftheGroupmanagementthathowtomeasurethesubsidiaryexecutive’sperformance,balancingbetweenallowingthemtomanageindependentlyfororganization’ssuccessandmonitoringthemeffectivelytodobusinesslegally,guaranteethestate-ownedassetsbeingkeptandvalue-added.In2002,basedonsummarizingexperiencesofformerresponsibilitysystemsforVeconomicobject,theGroupestablishedamethodforsubsidiaryexecutive’sannualsalary,itprovidesafoundationtomeasuretheirperformance,anditcanbeusedforreferenceincurrentperformancemeasurementsystemforsubsidiaryexecutivesinfollowaspects:1Itframedaperformancemeasurementplatformforsubsidiaryexecutives.2ItfocusedontheestablishingofKPI.3Itpaidattentiontothemanagementofperformanceobjects.However,italsohassomeshortages,suchas,unscientificestablishmentofperformanceindicators,imperfectandtoosimplemethods,inconsequentcycleonmeasuring,deviatingresultsinmeasurement,impertinentperformancefeedbackandapplying,etc.Accordingtotheshortagesinperformancemeasurementforcurrentsubsidiaryexecutives,thearticledidanewresearchfortheXiangHuiGroup’sperformancemeasurementsystemforsubsidiaryexecutives,andsetupsomebasicrulesfordesigningofnewperformancemeasurementsolution,thenewsystemmust:1FitwiththeGroup’sstrategy;TheGroup’sdevelopingstrategysettleseverysubsidiary’sdevelopingdirection,thisshouldbethecoreofmeasurementsystemforsubsidiaryexecutives’performance.2ReachalloftheGroup,subsidiary,anditsexecutiveswin.3Focusonmajorandkeyindicatorsinmeasurement.4Linktheresultofmeasurementtorewards.5Befairtoeveryattendee.Unifythepaystructureofsubsidiaryexecutives,Leveltheannualsalaryofthemintobasicsalary,beneficialsalaryandincentive.Basicsalaryisanexecutive’sjobsalarywhichcontributeequallyineverymonth,beneficialsalaryisthepaywhenasubsidiary’sexecutivemeethisannualobjectswhichmustbedefinedintheearlyofayear,andincentiveistherewardsforexceedingpartoverannualobjects.Becauseofthedifferentiationofeachsubsidiary’soperation,divideallsubsidiariesintothreegradesonthebasisofvolumeofitsbusiness,thatis,thegrade1,grade2andgrade3,thendefineeachsubsidiaryexecutive’sbasicsalary.Toguaranteethemeasuringcontinuityofsubsidiaryexecutives’performance,andavoidshortsightedbehaviorofthem,welinkshort-termmeasurementtolong-termones,therearethreestagesofevaluation:half-yearevaluation,annualevaluationandtermevaluationineachwedevelopedsomedifferentKPIandweightfrommeasuringcostsandoperabilityperspectives.Thesolution’simplementationdividesintofoursteps:1settleobjectivecontractintheearlyofayearinwhichdefinesthesubsidiaryexecutive’sannualobject,basicsalaryandbeneficialsalaryclearly;2doahalf-yearperformancemeasurementinthemiddleofayeartochecksubsidiary’simplementingstatusofannualobject;3doanannualperformancemeasurementtochecksubsidiary’sexecutivemeethisobjectandVIlaunchademocraticappraising;4doatermevaluatingwhichiscompositiveonassetsvalue-added,averagestateofdemocraticappraisingandothermanagementachievementstoansubsidiary’sexecutiveduringhisterm.Anysuccessfulsystemsetupandimplementationdependsonasuitableperipheralrulesandenvironment.Toguaranteethenewdesignedperformancemeasu