国有控股企业人员绩效考核问题及对策研究
随着市场经济的持续深入发展，国有控股企业正面临愈发严峻的竞争环境。在这一背景下，人员绩效考核作为企业管理的核心环节，其科学性、公正性和有效性对于企业的整体运行效率和竞争力具有举足轻重的作用。然而，当前国有控股企业在人员绩效考核方面暴露出诸多问题。首要问题是考核指标过于单一，往往过度依赖财务指标，而忽视了企业的长期发展规划和社会责任。此外，考核内容与企业战略之间缺乏有效衔接，导致考核结果与企业实际目标相脱节，无法准确反映员工的真实绩效。同时，考核过程缺乏透明度，员工对绩效考核的接受度普遍较低，这进一步削弱了绩效考核的激励作用。为应对这些挑战，国有控股企业需要采取一系列有针对性的对策。首先，应建立多元化的绩效考核指标体系，结合企业实际和行业特点，科学制定考核标准，以全面、客观地评估员工的绩效。其次，加强绩效考核与企业战略的衔接，确保考核内容与企业目标保持一致，使绩效考核成为推动企业战略目标实现的有力工具。最后，提高绩效考核的透明度和公正性，建立健全的考核监督机制，增强员工的信任感和归属感，从而激发员工的积极性和创造力。
关键词：国有控股企业；人员绩效考核；对策
Abstract
With the continuous and further development of the market economy, the state-owned holding enterprises are facing an increasingly severe competitive environment. In this context, personnel performance assessment as the core link of enterprise management, its scientific, fair and effective has a decisive role in the overall operation efficiency and competitiveness of enterprises. However, there are many problems in the performance appraisal of state-owned holding enterprises. The primary problem is that the assessment index is too single, often too dependent on financial indicators, while ignoring the long-term development planning and social responsibility of enterprises. In addition, there is a lack of effective connection between the assessment content and the enterprise strategy, which leads to the disconnection between the assessment results and the actual goals of the enterprise, and cannot accurately reflect the real performance of employees. At the same time, the appraisal process lacks the transparency, and the acceptance of performance appraisal is generally low, which further weakens the incentive effect of performance appraisal. To cope with these challenges, the state-owned holding enterprises need to take a series of targeted countermeasures. First of all, a diversified performance evaluation index system should be established, and the assessment standards should be scientifically formulated in combination with the actual characteristics of the enterprise and the industry, so as to comprehensively and ob jectively evaluate the performance of employees. Secondly, strengthen the connection between the performance appraisal and the enterprise strategy, to ensure that the assessment content is consistent with the enterprise ob jectives, so that the performance appraisal can become a powerful tool to promote the realization of the enterprise strategic goals. Finally, improve the transparency and fairness of performance appraisal, establish a sound assessment and supervision mechanism, enhance the trust and belonging of employees, so as to stimulate the enthusiasm and creativity of employees.
Keywords: state controlling enterprise ; Personnel performance appraisal; countermove
目录
摘 要 I
Abstract II
第1章 绪论 1
1.1 研究背景及意义 1
1.2 研究目的和内容 1
1.3 国内外研究现状 2
第2章 国有控股企业人员绩效考核概述 3
2.1 国有控股企业的定义与特点 3
2.1.1 国有控股企业的定义 3
2.1.2 国有控股企业的特点 3
2.2 绩效考核的主要内容和指标 3
2.2.1 绩效考核的主要内容 3
2.2.2 绩效考核的主要指标 4
2.3 绩效考核的流程与方法 4
2.3.1 绩效考核的流程 4
2.3.2 绩效考核的方法 4
第3章 国有控股企业人员绩效考核的影响因素 6
3.1 绩效考核制度设计因素 6
3.2 企业内部治理结构因素 6
3.3 员工身份管理因素 7
3.4 沟通与反馈机制因素 7
第4章 国有控股企业人员绩效考核的问题 8
4.1 考核指标与企业战略目标的脱节 8
4.2 考核流程的不透明与不公平 8
4.3 考核结果反馈不及时或不准确 9
4.4 绩效考核制度的不完善与滞后 9
第5章 国有控股企业人员绩效考核的对策研究 10
5.1 优化绩效考核指标体系 10
5.2 完善绩效考核流程 10
5.3 加强绩效考核结果运用 11
5.4 健全绩效考核制度 11
结 论 13
参考文献 14
致 谢 15
