六、结束语
(一)主要内容与结论
企业的绩效管理体系是企业管理水平高低的决定因素,其在企业管理中具有非常重要的地位。由于管理人员的特殊地位,以及其在企业中的重要承上启下作用,对整个企业的长久发展起着根本的保障作用。本文抓住了利奥多公司管理人员绩效考核问题作为研究对象,对以前绩效考核的现状以最新的人力资源管理的视角进行了充分的分析,找出了以往绩效考核的问题所在,已经问题产生的原因。在对现状进行充分的研究分析的情况下得出以下结论:
1.本文以利奥多公司管理人员绩效考核作为研究对象,具有一定的理论深度和较强的现实意义。通过系统的理论和实践的分析,提出公司巳经从老板的公司的创业阶段的理念转换成,公司进入快速发展阶段的的公司是属于员工,公司的未来也是员工的理念。并对公司的原有的绩效考核制度进行了适当的改进和完善。
2.为了公司的人力资源绩效考核的顺利进行提出了一系列的相关配套改革措施。使公司的管理形成制度化,靠制度来治理公司而不是人治。
3.本文的最后一个研究结论是为了提高公司的管理人员的工作积极性,提出项目管理中的管理人员单独考核的制度。并提出在项目的绩效考核中如果考核通过,个人跟公司的利润分配比例达到5.5:4.5,也就是项目成功个人会成为最大的受益者。但是多个项目加起来就实现了1加1大于2的效果,从而使绩效考核和个人的利益高度关联,个人发展,公司也就成功了。
4.本文的管理人员绩效考核的改进研究也为那些与利奥多公司所处相同情况的公司的人力资源中的管理人员绩效考核提供了重要的参考和解决方案。对于同类公司的类似问题的解决有着十分重要的借鉴作用。
(二)展望
伴随着时代的脚步,公司会逐渐迎来新的大环境,新的问题。同时各种各样的好的解决思路和方法会层出不穷。以开放的心态,坦然接受新的事物,并加以利用,来促进公司的绩效考核的科学性。由于受到时间、水平等条件的局限,本文中还有很多的缺点和不足,但是以一颗时刻进取的心来要求自己,相信明天会更好。
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致 谢
本文需要感谢邵建平教授的精心指导,在本文的研究过程中占用了邵教授的大量宝贵时间,邵教授的宝贵经验对本文的完成起了关键的作用。在此一并表示真诚的感谢。
