基于流程的绩效管理--人力资源管理文档范文

字数:19685,页数:37  本篇范文包含任务书,开题报告,范文,文献综述,外文翻译,等   范文编号:RL012

摘    要
基于流程的绩效考核是一种利用人力资源绩效考核的一些技术和方法对流程相关人员进行考核改进，对关键业务流程进行考核改进的管理思维。流程在企业管理中的地位越来越高，一方面是由于它的重要性，流程的顺利运行实现了组织目标的落地，流程运行得优秀与否直接关系着企业目标的达成，另一方面，流程打破了原有职能部门间的壁垒，贯通了组织内部的每个角落。而流程目标的实现是通过与流程相关的员工实现的，对相关的员工进行绩效考核，提高员工的绩效水平，同时也提高整个流程的绩效水平，最终支持了组织目标的达成。                                                                      
本文从流程管理理论、绩效考核理论以及流程绩效考核入手，在对长沙创辉科技有限公司基于流程的绩效考核进行必要性分析的基础上，以与技术科相关的一个关键业务流程为例子，对其进行流程分解，形成二级流程结构。接着，对流程中的部门和人员的工作进行分析，然后运用供应链管理的SCOR模型建立考核流程、部门和员工的KPI指标体系。
本文第一部分是引言，对范文主题基于流程的绩效考核的意义进行阐述；第二部分对流程管理理论、绩效考核理论和流程绩效考核分别进行了概述；第三部分对长沙创辉科技有限公司绩效考核现状以及对实施基于流程的绩效考核的必要性进行分析；第四部分在理论和公司实际需求的基础上，结合公司的战略和关键业务流程，对流程进行分解，并建立了相关流程、部门和人员的KPI指标体系，对组织、流程、人员进行考核和改进；第五部分是范文的结论。

关键词：流程管理；绩效考核；基于流程的绩效考核

ABSTRACT
  Process-based performance management is a management thought of use of  some of the techniques and methods of human resources management performance  to check and improve the personnel related to process and the key business processes. the processes in enterprise management have more and more high position, the one hand, because of its importance, process to achieve the smooth operation of the organizational objectives to the floor, the process running good or not directly related to enterprises achieve their goals, on the other hand, processes break the barriers between functional departments, through the organization in every corner. The  realization of the process's objectives associated with the staff related to process,  manage the relevant staff by performance, improve staff performance levels, but also improve the performance of the entire process, eventually supported the objectives of the organization reached.
 This article starts from the process management theory, performance management theory and process-based performance management, and with the analysis of the need of Ningbo Ya Shuo Technology Co.Ltd.'s process-based performance management , and take a key business processes related to Technology Section for example, decompose its process, the formation of two processes. Then,analysis of the departments and the personnel work in the process, and use the SCOR model of supply chain management to establish the process, departments and employees of KPI Index System.
  The first part of this article is the introduction,expound the meaning of the theme of discource process-based performance management;in the second part it expound the process management theory, performance management theory and process-based performance management; the third part, I will analysis of Ningbo Ya Shuo Technology Co., Ltd.'s performance management status and the necessity of the implementation of process-based performance management; in the fourth part I will based on theory and actual needs, and combined company strategy and key business processes, decompose the process, and establish of the relevant processes, departments and employees of KPI Index System., check and improve the performance of organization, processes and personnel; there is the conclusions in the fifth part.

Key words: process management；performance management；process-based performance management

 目  录
一、引言............................................................ 1
二、文献综述 ........................................................3
（一）流程管理理论回顾 ..............................................3
（二）绩效管理理论回顾.............................................. 4
1.目标管理理论...................................................... 5
2.平衡计分卡理论.................................................... 6
（三）流程绩效管理 ..................................................7
1.绩效管理和流程对战略的影响机理 ....................................7
2.基于流程的绩效管理的前提 ..........................................8
3.基于流程绩效管理的特点............................................ 8
三、长沙创辉科技有限公司绩效管理现状分析........................... 10
（一）长沙创辉科技有限公司背景介绍 .................................10
（二）长沙创辉科技有限公司基于流程绩效管理体系构建的必要性 .........11
四、长沙创辉科技有限公司基于流程的绩效管理体系构建................. 13
（一）区分公司的关键成功因素（CSF） ................................13
（二）根据企业级关键绩效领域，选择并确定企业的关键流程 .............14
（三）分解企业级关键流程为二级流程（以技术研发系统流程为例）....... 14
（四）设计流程KPI指标体系（技术研发系统流程为例） ..................20
1.分析技术研发系统流程，设计该流程的KPI指标........................ 20
2.设计公司二级业务流程的KPI ........................................21
（五）相关部门和员工KPI指标体系设计（以技术科和研发员为例）........ 23
（六）公司基于流程的绩效考核....................................... 25
（七）建立公司绩效提升体系......................................... 26
五、总结........................................................... 27
参考文献 ...........................................................29
附录.............................................................. 30

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