本文是一篇人力資源管理論文，本文通過(guò)對(duì)本次績(jī)效考核指標(biāo)體系的優(yōu)化，幫助了Y軟件公司有效提升管理水平，進(jìn)一步激發(fā)研發(fā)人員的工作積極性，保證了研發(fā)人員的績(jī)效落地和個(gè)人發(fā)展，進(jìn)而幫助企業(yè)實(shí)現(xiàn)績(jī)效目標(biāo)，提升公司的整體核心競(jìng)爭(zhēng)力。此方案設(shè)計(jì)也可供同類互聯(lián)網(wǎng)企業(yè)參考和借鑒。
Chapter 1 Introduction
1.1 Research Background and Significance
1.1.1 Research Background
In the context of the Chinese government's promotion of digital transformationand intelligent development,the software industry has become an important enginefor promoting economic development.The wide application of software haspenetrated various industries,from finance,education,and medical care tomanufacturing,and software technology has become an important part of modernsociety.In 2023,China's software industry will usher in exciting developments.According to the latest data from China's Ministry of Industry and InformationTechnology,the revenue of China's software and information technology serviceindustry reached 5,517 billion yuan in the first half of the year,up a staggering 14.2percent year-on-year.This growth far exceeded market expectations,indicating thecontinued prosperity and development of China's software industry.Looking to thefuture,China's software industry will continue to maintain a strong momentum ofdevelopment.With the acceleration of digital transformation and intelligentdevelopment,the application of software technology will be more extensive,providing more development opportunities for software enterprises.

人力資源管理論文怎么寫

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1.2 Domestic and Foreign Literature Review
1.2.1 Foreign Performance Appraisal Research Status
(1)Foreign Performance-Related Research
For the definition of performance,there are roughly three main views:performance output theory,performance behavior theory and performance synthesistheory.Among them,（Bernardin，1992),the representative of performance-outputtheory,pointed out that performance is the result of the final behavior of employeesand the output of the behavior process of employees,and the result is necessarily akey component of the performance management system.However,the theory ofperformance behavior holds that performance is a series of behavioral characteristicsshown by employees in the process of completing work,such as workability,workattitude,sense of responsibility and sense of teamwork,etc.（Murphy et al，1990),arepresentative of this theory,pointed out that the fundamental definition ofperformance lies in behavior.（Olian&Rynes，1991),representatives of theperformance synthesis theory,pointed out that behavior can and should be a part ofany definition of performance,just as results or outcomes can theoretically beassociated with behavior.On the whole,the performance synthesis theory is morepopular at present because the behavior aims to promote the rational realization of theoutput,the output aims to form the goal orientation,and they are interrelated.
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Chapter 2 Main Concepts and Theoretical Basis
2.1 Main Concepts
2.1.1 Performance
For the concept of“performance,”there are three popular views:“performance isthe result,”“performance is the behavior,”and"performance is the ability.”Bernardin&Johnson(1995)are representatives of“performance is the result.”In their research,they defined performance as“the output created by a specific job function or activityin a specific time.”That is,performance is the result of work;performance is attachedto work,only related to the specific work output,and has nothing to do with thebehavior of employees themselves.As early as Taylor's period,in the idea of workquota,for workers in front of the lathe,the work content is to complete specificproduction tasks,and performance is also measured by the number of labor output.
With the continuous deepening of research,the saying that“performance isbehavior”begins to be supported.Scholars have found that paying too much attentionto work results will neglect employees’behaviors.At the same time,work results arenot only related to employees,and factors unrelated to work will also affect workresults.Murphy et al.(1990)believe that performance is a set of behaviors related tothe organizational goals for which members work.Campbell(1990)regardedperformance as a series of behaviors made by employees when completing work tasksand proposed that performance was not the result but the behavior itself.
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2.2 Theoretical Basis and Method
2.2.1 Management by Objectives Theory(MBO)
In the 1950s,the famous Management scientist Peter Denuk put forward thetheory of Management by objectives(MBO)in his Management Practice,whichprovides an effective way to transform the overall goals of an organization into thegoals of organizational units and individual members.MBO makes goals actionablethrough a specially designed process that breaks them down to the individual units ofthe organization level by level,based on employee participation.In this way,the overall goal of the organization is transformed into the specific goal of each level oforganizational unit,that is,from the overall organizational goal performance to thespecific goal of each level of organizational unit,that is from the overallorganizational goal performance into the business unit goal,then into the departmentgoal,and finally into the individual goal.This process of goal transformation is bothtop-down and bottom-up,and finally forms a hierarchical structure of goals andprovides specific performance goals for each department and each employee.MBOhas four common elements:clear goals,participation in decision-making,deadlines,and feedback on performance.A typical MBO process has eight steps:setting theorganization's overall goals and strategy;Allocate key objectives between businessunits and functional departments;Unit managers working with their supervisors to setspecific goals;Implementing specific goals for each employee in cooperation with alldepartment members;Managers and subordinates work together to make plans andreach agreements;Implement the action plan;Regularly review the progress of theachievement of the objectives and feedback the results to the relevant personnel;Reinforce the achievement of goals through performance-based rewards.
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Chapter 3 Present Situation and Problems of Performance Appraisal Index System ofSoftware Developers in Y Internet Company.......................31
3.1 Overview of Y Internet Companies.....................31
3.1.1 Introduction to Y Internet Company........................31
3.1.2 Questionnaire Design and Distribution.........................32
Chapter 4 Optimization Design of Performance Appraisal Index System for R&DTechnical Personnel of Y Internet Company................................62
4.1 Y Internet Company R&D Technical Personnel Performance Appraisal IndexSystem Design Principles...............................62
4.2 Y Internet Company R&D Technical Personnel Performance Appraisal IndexSystem Design Ideas...................................65
Chapter 5 Safeguard Measures for the Implementation of Performance AppraisalIndex System for R&D Personnel of Y Internet Company............................92
5.1 Performance Appraisal Shall Be Incorporated Into the Company'sManagement System.............................92
5.2 Strengthen the Training of the Performance Appraisal System to Ensure thatthe Role of Performance Appraisal Work Is Fully Played..................................94
Chapter 5 Safeguard Measures for theImplementation of Performance Appraisal IndexSystem for R&D Personnel of Y Internet Company
5.1 Performance Appraisal Shall Be Incorporated Into the Company'sManagement System
Performance appraisal is an important link in enterprise management.WhenCompany Y completes the performance appraisal,it cannot do without the activecooperation of senior managers,human resources department,heads of alldepartments,grass-roots employees and other personnel,otherwise it is easy to makethe appraisal a mere formality and fail to achieve the expected effect.Therefore,Ycompany should incorporate performance appraisal into the company's managementsystem to ensure that it plays an effective role.The attitude of senior managerstowards performance appraisal determines whether the work can be carried outsmoothly.Therefore,senior executives of the company should have a scientificconcept of performance management,a clear attitude,support and participate in the work,so as to ensure the successful implementation of the performance appraisal ofCompany Y.Human resources department plays a core role in the promotion ofperformance appraisal work.First,it should publicize the importance of performanceappraisal work well in the early stage of the work,organize and contact professionals,managers and employees to jointly select performance appraisal indicators of eachdepartment and determine the weight by AHP.Secondly,in the assessment process,the assessment plan is formulated,and the assessment is organized according to theassessment cycle.Finally,after the assessment,the assessment results are counted.The staff do a good job of communication and interpretation,and give full play to therole of the human resources department.

人力資源管理論文參考

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Chapter 6 Conclusion and Prospect
6.1 Research Conclusions
After optimizing and studying the performance appraisal index system of R&Dtechnicians in Y Software Company,the following conclusions are drawn:
Through the questionnaire and interview surveys of the employees of the R&Ddepartment in Y Company,it was found that the current performance appraisal indexsystem of the R&D technical staff of Y Software Company has some problems,such as unreasonable and imperfect performance indicators and content Settings.
Based on the questionnaire survey data and interview survey data,the status quoof Y Company's employee performance appraisal was further analyzed,including thestatus quo of assessment indicators,index scores and,evaluation criteria,etc.Theexisting problems were further sorted out.First,the indicator formulation process wasnot normative.Second,the indicator selection was unscientific.Third,the indicatorweight distribution was unreasonable.
Aiming at the problems in the current performance appraisal system of YSoftware Company's R&D department employees,combining the company's strategicobjectives and the job responsibilities of R&D department employees,this paper putsforward a targeted and feasible optimization plan.In the process of formulating theoptimization plan,the principles and ideas of optimizing the performance appraisalsystem were first clarified,the performance appraisal objectives were optimized,andthe post responsibilities of employees in the R&D department were analyzed.Finally,the evaluation method combining KPI and BSC was determined to put forward theidea of improving the performance appraisal index system of Y company;one is touse KPI and BSC to determine the performance appraisal index;the other one is touse the analytic hierarchy process to optimize the weight of the index.
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