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改革开发以来,绩效管理这个舶来品开始逐渐在我国企业人力资源管理工作中使用,给我国企业人力资源管理工作带来新鲜气息,加快了我国企业现代化建设的步伐,于此同时,绩效管理这项工作也在我国国情的背景下也遇到了一些新的问题,如在一些企业缺乏支持力度,管理和考核混为一谈等等,针对这些问题的发生,本文作者总结多年工作经验在剖析了我国大型企业在实施员工绩效管理工作中存在的问题后,围绕以人为本,尊重员工制定绩效管理计划;通过绩效考核建立激励机制,鼓励员工创新;公平、透明的薪酬管理;通过绩效反馈培养员工创新能力等四个方面,探析了我国国有企业在今后实施员工绩效管理工作中改革创新的策略。
Since the reform and opening up, performance management has gradually begun to be used in human resource management in our country, bringing fresh breath to our country’s human resources management and speeding up the pace of enterprise modernization in our country. At the same time, the work of performance management In the context of our national conditions, we also encountered some new problems, such as the lack of support for some enterprises, management and assessment confused. In response to these problems, the author summarizes many years of work experience in analyzing the implementation of large enterprises in China Following the problems existing in the performance management of employees, we set the performance management plan based on people-oriented, respecting employees, establishing the incentive mechanism through performance appraisal, encouraging employees to innovate, fair and transparent salary management, and cultivating employees’ innovation ability through performance feedback. The strategy of reforming and innovating in state-owned enterprises in the future is put forward.