项目制管理对汽车研发人员绩效管理的研究  

A Study of Project-based Management on Performance Management of Automotive R&D Personnel

作　　者：赖广焕 Lai Guang-huan(Haima Automobile Company of Hainan,Hainan Haikou 570216)

机构地区：[1]海南海马汽车有限公司,海南海口570216

出　　处：《内燃机与配件》2025年第1期124-126,共3页Internal Combustion Engine & Parts

摘　　要：汽车产业是典型的人才、技术密集型行业,对于研发人员绩效评价除了员工工作能力、工作业绩、忠诚度、技术竞争力,还应该包含研发创新力、信息收集能力,以及主动性和学习培训能力等。本文将从汽车研发企业研发人员的工作特点和绩效管理的现状入手,梳理研发人员绩效管理的难点和问题。通过研发人员的绩效管理改进方案,提出应将绩效进行量化,把研发任务进行分解,将影响研发工作的风险识别作为前置任务,把研发人员的绩效考核与奖金分配进行强制正态分布。按此思路进行补充和调整后的绩效考核方法,激发了研发人员的工作主动性和创新意识,提高了部门整体的绩效水平,保障了公司发展战略目标的实现。The automotive industry is a typical talent and technology intensive industry.In addition to employee work ability,work performance,loyalty,and technological competitiveness,the performance evaluation of R&D personnel should also include R&D innovation ability,information collection ability,initiative,and learning and training ability.This article will start with the work characteristics of R&D personnel and the current situation of performance management in Auto Company,and sort out the difficulties and problems of R&D personnel performance management.Through the improvement plan of performance management for R&D personnel,it is proposed to quantify performance,decompose R&D tasks,prioritize risk identification that affects R&D work,and enforce a normal distribution of performance evaluation and bonus allocation for R&D personnel.The performance evaluation method supplemented and adjusted according to this approach has stimulated the work initiative and innovation awareness of R&D personnel,improved the overall performance level of the department,and ensured the achievement of the company's development strategy goals.

关 键 词：研发人员 绩效管理 关键绩效指标 考核 正态分布 

分 类 号：U46[机械工程—车辆工程]