CI軟件公司R&D績效考核體系設(shè)計(jì)
1技術(shù)創(chuàng)新是軟件企業(yè)生存和發(fā)展的基礎(chǔ)，R&D人員是軟件企業(yè)中最活躍的核心資源，是企業(yè)技術(shù)創(chuàng)新的源泉和發(fā)展的關(guān)鍵，是企業(yè)核心競爭力的體現(xiàn)。這部分人的績效考核不僅關(guān)系到他們的.薪酬、調(diào)遷、升降、獎懲等，也決定了企業(yè)吸引、保留、激勵研發(fā)技術(shù)人才的能力，從而從根本上決定了軟件企業(yè)的核心競爭力并最終決定了企業(yè)的興衰。
由于軟件企業(yè)的管理者對績效考核的概念、目的和意義等理解不夠準(zhǔn)確，在對員工進(jìn)行績效考核時容易產(chǎn)生誤差，不注重對考核對象的工作分析、績效結(jié)果的反饋，使績效考核的效果受到影響。尤其是R&D人員及其工作的特點(diǎn)決定了對其考核有更大的難度。本文以一家軟件公司一C1公司R&D人員績效考核問題為研究方向，以對R&D人員的特點(diǎn)分析為切入點(diǎn)，針對公司績效考核制度不完善，績效水平不高的關(guān)鍵問題，以人力資本及績效考核的相關(guān)理論為指導(dǎo)，基于對R&D人員的工作分析，結(jié)合關(guān)鍵績效指標(biāo)法，平衡計(jì)分卡、 360度反饋評價體系等理論，對CI公司R&D人員績效考核系統(tǒng)進(jìn)行了重新設(shè)計(jì)。本文主要采用
層次分析法與專家意見法確定指標(biāo)的權(quán)重。并對其考核周期、考核指標(biāo)和權(quán)重等
提出了一些建議。
本文的研究成果，對CI公司完善績效管理、提升公司研發(fā)水平具有重要的參考和實(shí)踐價值，同時也為軟件行業(yè)其他企業(yè)如何構(gòu)建、完善績效考核系統(tǒng)提供了一個可以借鑒的案例。
Abstract
With technological innovation as the basis of the existence and development of the software enterprises, R&D employees are considered as the most active core resource, the critical point of development and technological innovation, and the core competitiveness in software companies. Performance evaluation on them not only influences their salaries, promotion, rewards and punishment, but also determines company's ability of attracting, holding and encouraging R&D talents, which can affect the core competitiveness and future of software companies.
The performance evaluation may be spoiled when managers have an inaccurate understanding of the concept, purpose and significance of Performance evaluation or pay insufficient attention to feed back evaluation results. What's worse, the difficulties of Performance evaluation will be greatly increased when it comes to R&D employees due to its characteristics. Based on relevant theories of human resource and Performance evaluation, the paper gives an analysis of the characteristics of R&D employees and redesigns the Performance evaluation system of R&D employees of CI Software Company by the method of key Performance index, equation scorecard, and 360 feedback evaluation systems. What's more, suggestions are given to the evaluation cycle, evaluation indexes and weight, which are determined through AHP and expert .evaluation.
The paper is of great value for perfecting performance management and enhancing R&D level of CI Company and can also be used as
reference to establish and perfect performance evaluation system for other software enterprises.
目錄
1導(dǎo)論..........................................................................................................................1
選題背景與意義.............................................................................................1
研究內(nèi)容與方法.........................................................................2
，土勺一
11 1.1
1.3研究思路與框架結(jié)構(gòu).....................................................................2
1.4主要貢獻(xiàn).........................................................................................................3
2績效考核相關(guān)理論綜述...........................................................................................4
2.1績效的基本概念.............................................................................................4
2.2績效考核的基本概念.....................................................................................J
2.3績效考核理論基礎(chǔ)與常用方法….....:............................................................6
2.4績效考核的意義...........................................................................................10
5.J軟件企業(yè)R&D人員概述.............................................................................10
2.6我國軟件企業(yè)R&D績效考核現(xiàn)狀與問題分析.........................................13
3 CI公司R&D人員績效考核體系現(xiàn)狀...................................................................17
3.1西安CI軟件有限公司概況.........................................................................17
3.? CI公司人力資源管理現(xiàn)狀..........................................................................20
3.3 CI公司R&D人員績效考核現(xiàn)狀................................................................20
3.4 CI公司R&D人員績效考核存在問題........................................................24
3.5存在問題的原因分析...................................................................................25
4 CI公司R&D人員績效考核體系設(shè)計(jì)思路與方案...............................................30
4.1考核體系設(shè)計(jì)思路…....................................................................................30
4.2績效考核基礎(chǔ)工作.......................................................................................31
4.3績效考核指標(biāo)體系具體設(shè)計(jì)方案...............................................................37
4.4考核評分標(biāo)準(zhǔn)范例.......................................................................................54
4.5考核結(jié)果的運(yùn)用...........................................................................................55
5績效考核體系支持保障措施.................................................................................. 56
5.1改善績效考核基礎(chǔ)環(huán)境...............................................................................56
5.2建立與績效評估相關(guān)的技術(shù)等級制度.......................................................56
5.3建立具有激勵作用的薪酬體系，..................................................................57
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