Both graduate students and undergraduate students need to write opening reports when writing papers, and most colleges and universities also need to defend opening reports. Let's share with you a sample report of administrative management. Let's have a look!
title
Problems and countermeasures in performance management of small and medium-sized enterprises in China
First, the purpose, significance (theory, reality) and research at home and abroad.
Performance management is the vane of enterprise human resources. What kind of performance management will bring about what kind of employee performance. Performance management is a formal systematic behavior that managers regularly check and evaluate the behavior status and results of employees in enterprise operations, and at the same time communicate with employees on the realistic goals they hope to achieve. Its process is a process of information acquisition and application. It uses scientific methods to make an objective and fair assessment and evaluation of the performance of departments and employees within a certain period of time and evaluation scope according to certain standards, and corrects the deviation of departments and employees in their work objectives according to the evaluation results, and carries out various necessary rewards and punishments and related training activities for departments and employees, thus establishing an incentive and restraint mechanism, promoting the improvement of their management level and realizing the rational development and full utilization of human resources. In China, enterprises with less than 2,000 employees, assets of less than 400 million yuan and sales income of less than 300 million yuan are defined as small and medium-sized enterprises. The performance management system of many small and medium-sized enterprises is separated from its strategy, which does not meet the requirements of the strategic development of enterprises, does not fully reflect the long-term interests of enterprises in management and control, and is difficult to promote the realization of strategic objectives. With the increasing attention of domestic enterprises in recent years, many enterprises hope to improve their overall performance through good performance management. Almost every manager knows the importance of performance management, but only a few enterprises have effective performance management. In many small and medium-sized enterprises, executive performance has entered a misunderstanding, and the main purpose of performance appraisal is based on the needs of personnel decisions such as salary increase and year-end bonus. The main purpose of employee development is ignored, and the evaluation results are not related to many goals such as employee training, career development, employment decision-making, salary management and so on. , leading to a significant decline in the competitive advantage of human resources.
(A) the status quo of foreign research
The management mode of small and medium-sized enterprise management talents in American and British companies mainly depends on the talents in the external market system for encouragement, restraint and supervision, and the choice of managers is also a market behavior with great liquidity. In this mode, the incentive, restraint and supervision of enterprise management talents mainly depend on the highly transparent operation of enterprises and the external perfect legal environment. Anglo-American model management has its rationality. Managers and employees perform their respective duties, which helps operators concentrate on doing business well, maintain the enthusiasm and innovation of operators, and promote the development of the company. The salary and contribution of enterprise management talents are closely linked to the market, and the salary methods are relatively rich, which makes the salary system under the Anglo-American management model have better incentive effect and can fully mobilize the enthusiasm of managers. However, the high promotion, high reward and high incentive management methods of American enterprises have also brought some negative effects. The phenomenon of short-term behavior is very serious. Many young people changed jobs five or six times in less than a year, which disrupted the company's long-term training plan and affected the implementation of the company's development strategy. Moreover, with the widening income gap, the turnover rate of ordinary employees is also rising, and the company's operating efficiency will inevitably be affected to varying degrees. Moreover, the arbitrary employment policy has also brought serious insecurity to many employees and reduced their loyalty to the enterprise; Labor-capital confrontation and excessive concentration of decision-making power also show great disadvantages.
(B) the status of domestic research
At present, for small and medium-sized enterprises in China, there are two split understandings of performance management. First, many enterprises do not pay enough attention to performance management and think that performance management is useless; On the other hand, many enterprises regard performance management as a "magic weapon" for enterprises to win, and even design or invite consulting companies to develop their own performance management systems at any cost. However, contrary to expectations, in practice, enterprises feel that the implementation of performance management has been hindered, such as the disconnection between performance management and strategic implementation; Only pay attention to performance appraisal and despise performance management; The setting of performance indicators is unscientific; Ignoring employees' participation and communication, the achievements of performance management have little effect and become one of the most troublesome links in human resource management.
Secondly, the theoretical basis, research content, research methods, steps and time arrangement of this topic.
Performance management is of great strategic, managerial and developmental significance to the development of an organization. Therefore, we must correctly understand the connotation of enterprise performance management, which is a two-way management activity; From the perspective of management subject, performance management is an activity jointly carried out by managers and employees. From the perspective of management objects, performance management can control employees' work behavior and manage employees' work output results through performance planning, implementation, evaluation, feedback, motivation and training. Performance management is not a simple evaluation of employees' work results, nor is it an activity that can determine the final result with one evaluation. This is a periodic and continuous activity. Performance management has rich theoretical connotation and perfect theoretical foundation system. The theoretical basis system of performance management is divided into two levels: general theoretical basis and direct basis. Among them, cybernetics, system theory and information theory are the general theoretical basis of performance management. Job analysis, goal management, goal setting and goal consistency theory, incentive theory, cost-benefit theory and organizational justice theory are closely related to performance management and become direct theories of performance management.
(A) At present, China's SMEs still have problems in performance management.
(2) Find out the root of the problem and the solution.
(3) Draw lessons from the management methods of outstanding enterprises at home and abroad in performance management, and put forward some suggestions in combination with the reality.
Timetable:
(a) writing outline 20 1x- 1- 10 completed.
(2) The first draft of the paper is 20 1x- 1- 15.
(iii) The final version of this document is 20xx-3- 15.
Three, the focus, difficulties, expected results and results of this topic.
Performance is the lifeline of an organization. All activities of the organization are for the performance of the organization. In real life, almost all units are conducting some form of performance appraisal every year. Performance appraisal has become an important part of the daily management of organizations at all levels in China. However, there is obvious deviation between the actual operation effect and the theoretical value of performance appraisal. In addition, this deviation is quite common in various organizations. From traditional performance appraisal to modern performance management, it is a profound change in the concept of human resource management, that is, the management concept develops from scientific management to people-oriented management, the management means develops from administrative constraints to communication and encouragement, and the management foundation develops from result management to process management. On this basis, the viewpoint of establishing a total performance management system is put forward. The performance activities of enterprises should have been upgraded from the auxiliary and transactional tactical level to the strategic level of gaining competitive advantage, and all management activities are carried out around performance.
References:
[1] he qi, from performance appraisal to performance management: the development of human resource management concept [J]. social science forum, No.8, 2007.
[2] Zhang Qiang. Jin Yang, Research on the Present Situation of Enterprise Performance Management in China [J]. Business Times (2007) 14.
[3] Li Zhiwei, Research on Performance Communication in Enterprise Performance Management [J]. Contemporary Economic Management Science,No. 12, 2008.
[4] Li, based on personal performance management system research [D]. Tianjin University, 2006.
[5] Hu junchen Song Yuan, Performance Management [M]. Sichuan: Sichuan Publishing House, Sichuan People's Publishing House, March 2008.
[6] Wang Huaiming, Performance Management [M]. Jinan: Shandong People's Publishing House, 2004
[7] Fu Yahe. Xu Yulin, Performance Appraisal and Performance Management [M]. Beijing: Electronic Industry Press, 2005.
[8] George Davidson, the greatest management thought [M]. Beijing: China Textile Press, 2003.2.
[9] Liu Shouying, dialogue to listen to the voices of 46 world-class business leaders [M]. Beijing: China Development Press, 2002+0.
[10] Xie Kang, Enterprise Incentive Mechanism and Performance Evaluation Design [M]. Guangdong: Sun Yat-sen University Press, 200 1
[1 1] Huang Fugang, performance appraisal and management case [M]. Beijing: Electronic Industry Press, 2006.
[12] Pan Helin, Harvard Performance Management Decision Analysis and Classic Cases [M]. Beijing: People's Publishing House, 2006
;