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案例編號: HRM-0325
被浏覽次數: 86 次
案例名稱: 脫虛向實-碧海舟集團績效考核之路
譯名: Remove deficiency and realize reality-BSS Group Performance Appraisal Road
案例作者: 裴利芳,劉桂嶺
作者單位: 北京科技大學
指導者:
譯者:
背景單位名稱: 北京碧海舟腐蝕防護工業股份有限公司
行業: 化學工業
規模: 大中型
案例涉及的職能領域: 人力資源部門
案例語種: 中文
案例長度(頁): 18 頁
案例類型: 描述型
中文關鍵詞: 碧海舟集團;績效考核;有效管理;2019百優案例
英文關鍵詞: BSS group;performance appraisal;effective management
中文摘要: 案例描述了碧海舟集團隨著業務的擴張、人員的增多,爲提高對員工的有效性管理,集團決定全面推行績效考核。爲走捷徑,公司直接拿來其他公司的績效考核方案及實施細則在碧海舟集團推行,並從員工工資中拿出一部分作爲考核工資,最終引起員工對考核工作的極其不滿,致使部分員工因而離職。爲解決問題,新來的人力資源部總監劉振基牽頭把脈碧海舟集團績效考核工作的“病因”,對公司績效考核實施改革創新,制定了新的《碧海舟集團績效考核方案及各部門實施細則》,並有效地推進落實,從而逐步實現對員工的有效管理。
英文摘要: The case described that with the expansion of business and the increase of personnel in BSS group, for improving the effectiveness of employees, the group decided to comprehensively implement performance appraisal. In order to take a shortcut, the company directly took the performance appraisal schemes and implementation rules of other companies and used them in BSS group. The group even took part of the employees' salary as the appraisal salary, which eventually caused the employees' great dissatisfaction and led to some employees' resignation. To solve the problem, the new director of human resources, Liu Zhenji, led to assess the cause of the problem. He reformed and innovated the company's performance appraisal, and established BSS performance appraisal plan and departments examine detail rules. With the effectively promotion, he gradually achieved the effective management to employees.
適用對象: 本科生,碩士生,工商管理碩士(MBA),
編寫方式: 采編
案例年代: 2018
案例入庫時間: 2019-07
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