ESY物探队绩效考核体系改进研究

发布时间：2017-12-28 23:04

本文关键词：ESY物探队绩效考核体系改进研究　出处：《电子科技大学》2013年硕士论文　论文类型：学位论文

【摘要】：本论文以ESY物探野外作业工程队为研究对象,基于问卷调研分析,以企业诊断分析与理论分析相结合的方法,对ESY物探队绩效考核体系进行诊断分析,进而对绩效考核体系改进研究。论文介绍了研究背景、研究方法与研究内容,同时运用考核管理的相关理论与诊断分析方法,对ESY物探队绩效考核体系现状进行诊断分析,针对绩效考核体系存在的问题,提出绩效改进的原则,并提出绩效考核改进的具体方案。最后,对ESY物探队绩效考核体系进行了经济效果与社会效果的评价。论文的研究成果,是ESY物探队绩效考核管理的实践中开发出来,具有实践操作性与科学合理性。ESY物探队是一支以石油、天然气为主要业务的野外作业工程队伍。企业性质为国有企业,具有施工地点流动、野外作业现场分散、作业人员聘用以项目为周期,具有短期性、流动性等特点。诊断调研,采用问卷调查和座谈等方式,调研内容共分为六个模块,包括:绩效考核指标,绩效考核标准,绩效考核主体,绩效考核周期,绩效考核流程,绩效考核的反馈。通过对问卷、座谈内容的详尽分析,发现现有绩效体系在指标设置、标准制定、考核主体、考核周期、流程设计以及结果反馈与绩效提升方面均不同程度地存在问题。依据绩效管理的相关理论知识,对现有绩效体系进行改进。主要改进内容有:一、坚持“动态、及时”、“重点绩效”、“考核指标可衡量”的原则,既着重于行为结果的衡量,又重视行为过程的观察;二、对影响全局长远发展或直接影响项目结果的较为严重的单一事件,实行“关键事件考核法”;对仅影响班组或岗位工作、且可以量化的单一事件,采用“行为锚定等级考核法”,先是明确绩效考核的层次分析结构,再者构造判断矩阵,最后综合判断矩阵求取及权重评分,最终形成?岗位绩效动态积分卡?;三、在考核主体上归口信息与考核中心,强化工序督察、主管考察等,实行“近乎360度的考核”;四、依据不同的考核指标采取不同的考核周期,以确保考核结果具有完整性、代表性;五、对应用于考核的信息流程进行了梳理,设立信息中心,实行“双渠道、越级反馈流程”,确保考核及时、真实;六、在结果反馈与绩效提升上,依托绩效与信息中心,进行及时、定期发布,有利于作业人员及时改善不足、提升绩效。通过对绩效体系的改进,达到对个体行为的动态评估、及时纠偏,对共享资源进行科学整合、调配的目的,从而大幅改善整体绩效,促进队伍良性发展。
[Abstract]:This paper takes the ESY geophysical field operation team as the research object. Based on the questionnaire survey and analysis, combining the method of enterprise diagnosis analysis and theoretical analysis, we make a diagnosis analysis of the performance appraisal system of ESY geophysical exploration team, and further improve the performance appraisal system. This paper introduces the research background, research methods and research content, and using the related theory of examination management and diagnosis analysis method, analysis the status of the performance evaluation system of ESY geophysical team, according to the existing performance appraisal system problems, put forward the principle of performance improvement, and put forward a specific plan for performance improvement. Finally, the economic effect and social effect of the ESY geophysical team performance evaluation system are evaluated. The research results of the paper are developed in the practice of the performance assessment management of ESY geophysical exploration team, which has practical and scientific rationality. ESY geophysical exploration team is a field work team with oil and gas as the main business. The nature of the enterprise is state-owned enterprise, which has the characteristics of construction site flow, scattered field operation, and the employment of operators, which is short term and mobile. In the field of diagnostic research, questionnaires and interviews are included. The research contents are divided into six modules, including performance evaluation indicators, performance assessment standards, performance assessment subjects, performance appraisal cycle, performance appraisal process, feedback from performance appraisal. Through detailed analysis of the contents of the questionnaire and interviews, we find that the existing performance system has problems in different aspects, such as index setting, standard setting, assessment subjects, assessment cycle, process design, results feedback and performance improvement. According to the relevant theoretical knowledge of performance management, the existing performance system is improved. The main contents are: first, to improve the "dynamic and timely", "key performance" and "measurable evaluation index" principle, which focuses on the behavior of the measure, but also to observe the behavior of the process; two, to the long-term development of the global effect or directly affect the project results than single event is serious, "the key event assessment method; on the single event only affects the team or work, and can be quantified, using behaviorallyanchored rating assessment method, first clear performance evaluation analytic hierarchy structure, and constructing the judgment matrix, finally comprehensive judgment matrix and weight score, and ultimately the formation of post performance dynamic integral card? In three, the main assessment?; on the centralized information and assessment center, strengthen the process of supervision, in charge of investigation, the implementation of" almost 360 degree assessment "; four, according to the assessment index of different take different assessment Cycle, to ensure that the assessment results are complete and representative; five, the corresponding information flow for assessment are summarized, the establishment of information center, the implementation of double channel, leapfrog feedback process ", to ensure timely and realistic assessment; six, in the results of feedback and performance improvement, relying on the performance and the information center in a timely manner, regularly publish, conducive to the operation of personnel in a timely manner to improve and enhance the performance of. Through the improvement of performance system, we can achieve dynamic evaluation of individual behavior, timely rectify deviation, and scientifically integrate and allocate shared resources, so that we can substantially improve the overall performance and promote the healthy development of our team.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F426.22

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