淺析中小企業(yè)員工績效考核管理中的問題研究

摘要：本文運用平衡記分卡理論、目標(biāo)管理理論、人力資源管理理論、管理激勵理論等理論，采取定性分析與定量分析相結(jié)合、規(guī)范分析與實證分析相結(jié)合、比較分析等方法，對績效管理問題進行了深入地探討，提出在建立適合中國中小型企業(yè)的績效管理模式，具體有以下幾方面的創(chuàng)新與特點：第一，系統(tǒng)地分析了目前中小型企業(yè)的特征以及知識型員工的特征。第二，在分析中國目前的中小型企業(yè)的的現(xiàn)狀，目前績效管理中存在的各種問題，借鑒先進經(jīng)驗，對績效管理模式以及激勵模式注入了新的內(nèi)容，明確了小型企業(yè)應(yīng)該采用的績效管理模式。第三，以公司實踐的具體案例做支撐，特別是采用層次分析法確定目標(biāo)權(quán)重，使績效考核管理體系更加科學(xué)、合理、實用和有效。
關(guān)鍵詞：激勵機制;平衡記分卡;績效考核；中小企業(yè)

Abstract
This thesis uses Balanced Score Card，BSC theory, goal management theory, Human resources management theory, the Management theories, motivational theory and etc, adopts qualitative analysis Combining with quantitative analysis, standardizes analysis, comparative analysis and etc. with the real example, sets up one kind of performance management modes suiting China medium and small-sized, especially IT enterprise. There are some innovation and characteristic aspects as follows: First, the characteristics of the small and medium enterprise and characteristic of knowledge type staff at present are analyzed systematically. Second, the current situation of China's small and medium enterprise, various kinds of questions existing in performance management at present are identified, Using advanced experience for reference, this text thesis proposes a new look at content pouring into to the management mode of the performance, and incentiveclearlly exposition the performance management mode which small and medium enterprises should adopt. The third, supporting supported by with company’s practice and using quantitative analysis method combined together, especially adopting Analytic Hierarchy Process to determine the weight of the goals. The Make performance examine management system is made further scientifice，rational, practical and effective. The administrator of the enterprise can find the answer of to solving the practical problems.
Key Words：Incentive mechanism; Balanced Score Card；Performance；small and medium-Sized enterprises
 

目  錄
一、中小企業(yè)績效考核管理理論綜述 4
一、中小企業(yè)績效考核管理理論綜述 4
（一）中小企業(yè)績效考核管理的特點 4
（二）員工績效考核的理論基礎(chǔ) 4
1、目標(biāo)管理的應(yīng)用現(xiàn)狀 4
2、目標(biāo)管理在績效評價中的改進與完善目標(biāo)管理 5
二、中小企業(yè)績效考核管理的現(xiàn)狀 6
（一）中小企業(yè)績效考核管理的現(xiàn)狀： 6
（二）我國中小企業(yè)企業(yè)在績效管理中存在的問題： 6
1.績效管理目的不夠明確 7
2.績效管理操作不夠規(guī)范 7
3.績效考評不夠客觀、透明 7
4.團隊績效和個人績效脫節(jié) 8
（三）績效考核管理的實證分析： 8
三、中小企業(yè)績效考核的實施的方法 10
（一）目標(biāo)管理法(MBO) 10
（二）360度反饋評價法 11
（三）平衡記分卡(BSC) 12
四、結(jié)論 13
參考文獻 14