摘 要
本论文以煤研公司的研发人员为研究对象，通过对绩效管理的相关理论研究，结合矿井设备研发人员的分类及特点，根据煤研公司核心研发人员的流失情况及研发人员对绩效管理现状存在的抱怨，有针对性的设置访谈、鱼骨图分析法等研究方法， 对煤研公司有代表性的JD研究院的绩效管理现状进行了深入全面的了解，诊断并分析研发人员现有绩效管理存在的问题及研发人员对新绩效管理实施的效果评估，重点稳定研发的中坚力量，解决人浮于事的现状，提高企业与研发人员双方的满意度，最终高速提升煤研公司的科研创新力量。
根据煤研公司运营的实际情况及阶段性特点，运用人力资源相关理论，优化并重建适用于研发人员单独的新绩效管理体系，主要从研发战略目标制定的前瞻性、绩效考核指标设置的实效性、绩效考核周期的合理性、绩效相关的专业培训及配套体系的优化设计等，解决绩效指标的空洞性、绩效流程的形式化与研发人员发展通道的矛盾性等问题，并辅以新增的中长期激励模式，使研发人员绩效管理模式更具研发人员特点的符合性、工作流程顺畅性与绩效高效性。通煤研公司代表性的三个成熟的研究院实施应用新绩效管理体系的效果，不断完善与改进，逐步推广至全公司的各研究院。
关键词：研发人员；绩效管理；绩效指标 ；绩效考核周期
Abstract
In this paper, MY company R&D staff as the study object, through the research of the performance management relevant theories, the classification and characteristics of R & D staff of mine equipment, the loss rate of MY core R&D staff and the complaint about the current performance management, ect. Set the face-to-face interviews, fishbone diagram analysis and other research methods, in-depth and overall understanding the current Performance Management of the JD Research Institute which is very typical in MY company. Diagnosed and analysed the problems of R & D staff in current Performance Management, and designed the new system, meanwhile evaluated the R & D staff of the new performance management implementation. This study aims to stable the R&D key staff in MY company, solve the present bad work situation, improve the satisfaction of the R & D staff and MY enterprise. And strength the research and innovation for MY company.
According to the actual situation and characteristics of MY company operations managment, with the Human Resources theory, optimized and reconstructed the R & D staff new particular performance management system, mainly from the prospective of the development strategy objectives, the valid Key Performance Indicators, the suitable periodicity of the performance evaluation, performance management related professional training and supporting system optimization design. This new performance management system can solve the empty of the performance indicators, the surface phenomena of the performance management, the contradiction of the R & D staff development channel, ect. At the same time, with the long-short-term encouragement mode, the new performance management is more suitable for the characteristic of the R&D staff, work flow smoothly and performance efficiency. Through the implimenting of the new performance management in three mature research institutes of the MY company, evaluating the effection and optimazing to all the reaearch institutes of the MY company.
Key Words：R&D Staff；Performance management；KPI ；periodicity of the performance evaluation
目 录
摘 要……………………………………………………………………………………. II
Abstract………………………………………………………………………………………. II
1 绪论………………………………………………………………………………………. 2
1.1 研究背景……………………………………………………………………….. 2
1.2 研究目的及意义………………………………………………………………. 2
1.3 国内外文献综述………………………………………………………………. 2
1.3.1 国外研究现状……………………………………………………………… 2
1.3.2 国内研究现状……………………………………………………………… 2
1.3.3 国内外文献综述………………………………………………………….. 2
1.4 研究方法与思路………………………………………………………………. 2
2 基本概念和相关理论………………………………………………………………… 2
2.1 基本概念的界定………………………………………………………………. 2
2.1.1 绩效………………………………………………………………………….. 2
2.1.2 绩效管理……………………………………………………………………. 2
2.1.3 绩效考核……………………………………………………………………. 2
2.2 相关理论概述…………………………………………………………………. 2
2.2.1 人力资本理论……………………………………………………………… 2
2.2.2 绩效管理理论……………………………………………………………… 2
2.3 常见的绩效考核方法……………………………………………………….. 2
2.3.1 KPI指标…………………………………………………………………….. 2
2.3.2 360度考核…………………………………………………………………. 2
2.3.3 平衡计分卡………………………………………………………………… 2
3 煤研公司研发人员绩效管理现状分析………………………………………….. 2
3.1 煤研公司简介…………………………………………………………………. 2
3.2 研发人员分类与特点……………………………………………………….. 2
3.2.1 研发人员分类……………………………………………………………… 2
3.2.2 研发人员特点……………………………………………………………… 2
3.3 煤研公司研发人员现行绩效管理模式现状分析…………………….. 2
3.4 煤研公司研发人员现行绩效管理存在的问题及成因分析……….. 2
3.4.1 煤研公司研发人员现行绩效管理存在的问题……………………. 2
3.4.2 煤研公司研发人员现行绩效管理存在的问题成因分析……….. 2
4 煤研公司研发人员绩效管理体系优化设计…………………………………… 2
4.1 绩效管理体系优化设计的原则与总体思路…………………………… 2
4.1.1 绩效管理体系优化设计的基本原则………………………………… 2
4.1.2 绩效管理体系优化设计的总体思路………………………………… 2
4.2 绩效管理体系核心内容的优化设计…………………………………….. 2
4.2.1 战略目标的确立………………………………………………………….. 2
4.2.2 基于平衡计分卡的绩效考核方案设计……………………………… 2
4.3 绩效体系配套措施的优化设计…………………………………………… 2
4.3.1 绩效管理体系实施的组织保障……………………………………….. 2
4.3.2 绩效管理体系实施的激励保障……………………………………….. 2
4.3.3 绩效管理体系实施的文化保障……………………………………….. 2
结 论…………………………………………………………………………………….. 2
参 考 文 献………………………………………………………………………………… 2
作 者 简 历………………………………………………………………………………… 2
学位论文原创性声明……………………………………………………………………… 2
学位论文数据集……………………………………………………………………………. 2
