《xx科技股份有限公司绩效管理报告.doc》由会员分享，可在线阅读，更多相关《xx科技股份有限公司绩效管理报告.doc（8页珍藏版）》请在三一办公上搜索。
1、xx科技股份有限公司绩效管理报告=壹、公司简介(一) 设立日期：中华民国八十二年五月二十五日(二) 员工人数：xx科技380人；xx集团800人(三) 营运方向简介xx科技自民国82年成立以来，掌握良好的策略方向及执行能力，并提出完整解决方案信息基础建设网域资源管理，以满足企业e化的需求。随着市场趋势不断变化，为了伴随台湾企业进入全球运筹时代，近年xx积极在北京、上海、加拿大等地设立新据点，本身也陆续加入深耕不同专业领域的新伙伴；像2001年先购并敏杰科技，以加深服务制造业及协助台商在大陆信息技术的需求；2002年又以股权交换纳入擅长服务金融业的宝研、专长政府/国防和教育领域的乔篷，以及专门服
2、务公共事业的资宪等三家公司，2003年又投资专营于企业印务服务的卫彩科技公司，以及策略联盟专营在线游戏及VOIP电信服务的玛亚在线科技公司，形成xx集团，希望整合原有的技术能力，以集团的力量协助台湾企业在国际化潮流中提升竞争力。xx科技于2001年营业收入为新台币41.96亿元，较2000年营业收入新台币31.45亿元，成长33%；2001年税前净益为新台币5.06亿元，较2000年税前净益新台币4.24亿元，成长19%；2001年每股盈余为5.78元。在2003年的新世纪，xx科技因应趋势之需要提出三大经营方向：以多样化的产品，提供传统企业界e化的完整解决方案，依据各产品不同的生命周期，提出
3、不同的商业模式，强化市场的涵盖面，降低成本、增加利润。 在信息基础建设方面，xx致力于解决网络管理、各种硬件和各系统间的整合工作。从前端的网络服务器、快取器，到网络骨干的交换器、路由器到防火墙，到后端的应用服务器、网络安全到储存设备、备份系统，都有完整方案。 同时，xx将以最适切的因特网技术，结合实体，提供有效的网域资源管理，期望企业客户能以经济、方便，而且最有效的方式，透过xx科技网络平台的在线实体服务，满足企业界在信息管理上的需求。从网络管理、机密安全、网络打印机资源管理到所有的文件打印、表格管理需求，得到一次的满意服务。2003年xx科技将以完整的产品线提供客户整体解决方案，以Inter
4、net的思考提供客户最佳的服务，也将以Internet的速度追求xx公司的下一波成长。贰、公司组织一、 组织图参、组织系统及业务内容：一、公司于民国八十二年成立，目前主要业务系以市场区隔为前提，为企业构建完整之电子商务体系并提供客户最佳之信息基础建设及整体解决方案；在此前提下，成立了新事业发展群、网欲资源管理服务事业群、系统整合事业群、解决方案事业群，以及海外发展事业群；主要客户群更遍布国防、教育、政府、医疗、金融、公用事业、媒体娱乐等产业。二、目前之主要商品及服务项目工作站及服务器、储存设备、网域资源管理、计算机软件（含计算机辅助造型设计、有限元素分析、模流分析、产品开发流程管理、地理信息系
5、统、计算机动画及合成多媒体系统、虚拟实境应用系统、气象播报软件等）、网络产品、系统整合咨询与程序开发、724小时无休维修服务，以及信息耗材等。肆、绩效管理模式简介：一、 公司年度策略目标：xx科技的高阶主管每年到了十月并不会正式的订一个会议时间来召开年度策略目标讨论会议；因为该公司所处的产业是一个高度竞争的产业，所以公司的策略目标订定是在每周的高阶主管会议中产出，总经理及高阶主管会在每周的会议中检讨营收与利润达成状况，并针对差异点提出检讨。二、部门目标每年年底前，总经理会订出次年度预计获利数额；各事业群则依据年度策略拟定出单位目标及方针计划，每个员工则依此发展出个人之工作目标，透过定期性之绩效
6、考核作业来达到绩效管理之目地，以下将介绍xx科技绩效考核之做法。伍、绩效考核办法简介：一、考核时间与考核期间：每年分二次进行，上半年度（1/16/30）之考核于六月下旬进行；下半年度（7/112/31）之考核于十二月下旬进行。二、绩效考核作业流程：员工自评1. 员工自评期出所订之考核项目。2. 员工订定下一期工作绩效考核目标、绩效衡量标准及工作比重直属主管初评上二级主管复评面谈重点含：1、考核当期评等与工作待改善之处2、下一期工作绩效考核目标、绩效衡量标准与工作比重主管与员工进行绩效面谈人资处汇整考核结果,并提供高阶主管及CEO考核结果将作为晋升、年奖、调薪之参考依据三、绩效考核表类别依职务内
7、容区分为行政/幕僚职、业务/行销职、研发/技术职、客服职、管理职等五类表格，每一类职务在共同价值观之考核项目中会因为各职务所担负之职责而有不同之考核比重。四、考核项目及原则4.1考核项目分成三大部分：第一部份为共同价值观落实度（内容含顾客满意与服务品质、团队精神与协调配合、执行力与解决问题的能力、积极主动创新、规划与判断力、领导力、人才培育等项目），依职务类别有不同之评分标准；第二部分为工作绩效；第三部分为部门活动及个人成长。4.2考核权数：考核项目考核权数第一部份：共同价值观落实度15%第二部分：工作绩效70%第三部份：部门活动及个人成长15%4.3在共同价值观落实度项目中依据不同职务所担负
8、之职责而有不同之考核比重；工作绩效及部门活动及个人成长评核项目,由主管与受评者依据部门目标于考核期初共同订定考核项目、绩效衡量标准及工作所占比重，期末则依据受评者实际工作成效予以评核；若期初所订之考核项目因部门目标改变或其它不可抗力因素所导致差异，受评人可与其主管沟通后增订考核项目，并调整原工作比重。五、目前绩效考核所面临之困难点5.1 多数主管较业务导向，认为绩效管理是人资单位的职责，而将绩效评核作业流于形式的完成，并没有发挥绩效考核之目的。5.2并不是每位主管都受过完整绩效考核训练，所以很容易因为考核者之态度造成考核结果与实际表现之差异。5.3考核结果未完全与奖惩结合。5.4考核结果未完全
9、回馈给员工，以至于员工不知道表现上之优缺点及待改进之处。5.5产业变化太快，考核期出所订定之工作目标到了期末总是发现所实际从事内容与期出有很大的差异，也造成主管/员工不愿意事先订定考核目标。5.6考核者与被考核者都太忙了，总是草草完成考核作业。5.7人工操作繁复、耗时。六、未来欲改变之方向：6.1绩效管理e化，使绩效考核作业可以随时随地进行，并可节省大量的人力成本及行政作业。6.2成立考核评议委员会，使考核结果不会因为考核者之态度而有偏差。待添加的隐藏文字内容36.3依据考核结果发展员工培育计划，以培育适当及优秀之人才。6.4修改内部之晋升、调薪、年奖发放办法，并说服高阶主管让绩效考核结果与前
10、列事项结合，使优秀员工获得其应得之报酬，使表现不佳之员工能自然淘汰。6.5高阶主管透过内部会议布达年度策略目标，使所有员工了解其在xx科技之愿景与使命，并使主管及员工均认同考核之重要性。6.6强化管理职主管绩效考核技巧与管理职能，并培育出优秀部属。七、讨论7.1面对快速变化的环境，如何修订绩效管理方法？7.2绩效考核有必要做到强迫分配绩效评等吗？7.3如何让业务导向的老板及主管重视绩效考核？Editors note: Judson Jones is a meteorologist, journalist and photographer. He has freelanced with CNN
11、for four years, covering severe weather from tornadoes to typhoons. Follow him on Twitter: jnjonesjr (CNN) - I will always wonder what it was like to huddle around a shortwave radio and through the crackling static from space hear the faint beeps of the worlds first satellite - Sputnik. I also misse
12、d watching Neil Armstrong step foot on the moon and the first space shuttle take off for the stars. Those events were way before my time.As a kid, I was fascinated with what goes on in the sky, and when NASA pulled the plug on the shuttle program I was heartbroken. Yet the privatized space race has
13、renewed my childhood dreams to reach for the stars.As a meteorologist, Ive still seen many important weather and space events, but right now, if you were sitting next to me, youd hear my foot tapping rapidly under my desk. Im anxious for the next one: a space capsule hanging from a crane in the New
14、Mexico desert.Its like the set for a George Lucas movie floating to the edge of space.You and I will have the chance to watch a man take a leap into an unimaginable free fall from the edge of space - live.The (lack of) air up there Watch man jump from 96,000 feet Tuesday, I sat at work glued to the
15、live stream of the Red Bull Stratos Mission. I watched the balloons positioned at different altitudes in the sky to test the winds, knowing that if they would just line up in a vertical straight line we would be go for launch.I feel this mission was created for me because I am also a journalist and
16、a photographer, but above all I live for taking a leap of faith - the feeling of pushing the envelope into uncharted territory.The guy who is going to do this, Felix Baumgartner, must have that same feeling, at a level I will never reach. However, it did not stop me from feeling his pain when a gust
17、 of swirling wind kicked up and twisted the partially filled balloon that would take him to the upper end of our atmosphere. As soon as the 40-acre balloon, with skin no thicker than a dry cleaning bag, scraped the ground I knew it was over.How claustrophobia almost grounded supersonic skydiverWith
18、each twist, you could see the wrinkles of disappointment on the face of the current record holder and capcom (capsule communications), Col. Joe Kittinger. He hung his head low in mission control as he told Baumgartner the disappointing news: Mission aborted.The supersonic descent could happen as ear
19、ly as Sunday.The weather plays an important role in this mission. Starting at the ground, conditions have to be very calm - winds less than 2 mph, with no precipitation or humidity and limited cloud cover. The balloon, with capsule attached, will move through the lower level of the atmosphere (the t
20、roposphere) where our day-to-day weather lives. It will climb higher than the tip of Mount Everest (5.5 miles/8.85 kilometers), drifting even higher than the cruising altitude of commercial airliners (5.6 miles/9.17 kilometers) and into the stratosphere. As he crosses the boundary layer (called the
21、tropopause), he can expect a lot of turbulence.The balloon will slowly drift to the edge of space at 120,000 feet (22.7 miles/36.53 kilometers). Here, Fearless Felix will unclip. He will roll back the door.Then, I would assume, he will slowly step out onto something resembling an Olympic diving plat
22、form.Below, the Earth becomes the concrete bottom of a swimming pool that he wants to land on, but not too hard. Still, hell be traveling fast, so despite the distance, it will not be like diving into the deep end of a pool. It will be like he is diving into the shallow end.Skydiver preps for the bi
23、g jumpWhen he jumps, he is expected to reach the speed of sound - 690 mph (1,110 kph) - in less than 40 seconds. Like hitting the top of the water, he will begin to slow as he approaches the more dense air closer to Earth. But this will not be enough to stop him completely.If he goes too fast or spi
24、ns out of control, he has a stabilization parachute that can be deployed to slow him down. His team hopes its not needed. Instead, he plans to deploy his 270-square-foot (25-square-meter) main chute at an altitude of around 5,000 feet (1,524 meters).In order to deploy this chute successfully, he wil
25、l have to slow to 172 mph (277 kph). He will have a reserve parachute that will open automatically if he loses consciousness at mach speeds.Even if everything goes as planned, it wont. Baumgartner still will free fall at a speed that would cause you and me to pass out, and no parachute is guaranteed
26、 to work higher than 25,000 feet (7,620 meters).It might not be the moon, but Kittinger free fell from 102,800 feet in 1960 - at the dawn of an infamous space race that captured the hearts of many. Baumgartner will attempt to break that record, a feat that boggles the mind. This is one of those monumental moments I will always remember, because there is no way Id miss this.
