安恒集团积分制绩效管理的喜与忧
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2021-08-19
作 者：魏峰,陈朝宇,杨艺,梁立志,张剑桥
案例名称：安恒集团积分制绩效管理的喜与忧
案 例 库：中国工商管理国际案例库
入库时间：2021年8月
摘 要：自2000年成立以来，安恒集团揽获各类大奖，在视频显示系统解决方案行业取得了不俗的成绩。随着公司的发展，绩效管理问题给安恒管理层带来了困扰。2016年，安恒进行改革，取消了传统的目标管理制度，在总裁梁立志的带领下及总经理张剑桥的推动下开始推行积分制绩效管理，显著优化了考核流程。但渐渐地，公司制度日益显现出新的不足，员工激励遇到了瓶颈。本案例重点描述安恒启用积分制绩效管理前后所遇到的系列问题，旨在通过一个真实完整的案例，给其它行业企事业单位实行绩效管理改革提供借鉴与参考。
Abstract:Since its establishment in 2000, Anheng Group has won various awards and achieved remarkable achievements in the video display system solution industry. With the development of the company, the problem of performance management has troubled the management of Anheng. In 2016, Anheng reformed and abolished the traditional management by objectives system. Under the leadership of President Liang Lizhi and general Manager Zhang Jianqiao, anheng began to implement the performance management based on points, which significantly optimized the assessment process. But gradually, the company system is increasingly showing new deficiencies, employee motivation encountered bottleneck. This case mainly describes a series of problems before and after Anheng started performance management based on points system, aiming to provide reference for other enterprises and institutions in other industries to implement performance management reform through a real and complete case.
