电力检修公司关键绩效指标体系研究

发布时间：2018-04-26 04:37

本文选题：绩效管理 + 关键绩效指标　；参考：《华北电力大学》2013年硕士论文

【摘要】：绩效管理作为提升企业战略目标实现的重要手段，己逐渐被运用到企业的管理实践中。随着电力市场的不断改革，电力检修公司面临多变的市场环境和激烈竞争，，只有提高管理水平及绩效，才能适应未来环境，促进企业发展。目前绩效管理体系的建立效果并不理想，不是建立的指标体系范围广、比较笼统，就是只建立了个人绩效考核指标；本文查阅大量文献发现绩效管理体系的研究大都基于一种单一的方法，如平衡计分卡、KPI法等等。基于以上研究现状，本文以JB电力检修公司为研究对象，建立一个多种方法结合的、从公司战略目标层层细分到岗位的三级关键绩效指标体系，为促进绩效提升和有效落实公司战略提供理论依据。本文运用平衡计分卡对总公司的战略目标进行目标细分，使总体战略目标可以切实引导公司级、部门级、岗位级的各层人员；为解决平衡计分卡中公司级关键绩效指标比较空泛的问题，引入责任矩阵对公司级关键绩效指标进行分解，提出部门级的关键绩效指标，将每一个条目都进行量化的衡量；为解决责任矩阵中岗位级关键绩效指标分解比较粗放的问题，再引入流程梳理法，和责任矩阵共同对部门级的关键绩效指标进行分解及梳理以得到岗位级的关键绩效指标体系。本文基于这三种方法共同建立的JB电力检修公司的公司级——部门级——岗位级的三级关键绩效指标从总体战略上形成了从上至下的串联，最终达到JB电力检修公司战略的有效落实，提升公司整体绩效。
[Abstract]:Performance management, as an important means to promote the realization of strategic objectives, has been gradually applied to the management practice of enterprises. With the continuous reform of the electric power market, the electric power overhaul companies are faced with the changeable market environment and fierce competition. Only by improving the management level and performance can they adapt to the future environment and promote the development of the enterprises. At present, the establishment of performance management system is not ideal, either the establishment of a wide range of indicators, more general, or only established the individual performance evaluation indicators; In this paper, a large number of literature found that the performance management system is based on a single method, such as balanced scorecard KPI method and so on. Based on the above research status, this paper takes JB Electric Power maintenance Company as the research object, and establishes a three-level key performance index system, which combines various methods and subdivides the company's strategic objectives to posts. To promote performance improvement and effective implementation of the company strategy to provide theoretical basis. This paper uses the balanced Scorecard to subdivide the strategic objectives of the head office, so that the overall strategic objectives can guide the personnel at the company level, the department level and the post level. In order to solve the problem that the key performance index of the company level in the balanced scorecard is relatively vague, the responsibility matrix is introduced to decompose the key performance index of the company level, and the key performance index of the department level is put forward, and each item is measured quantitatively. In order to solve the extensive decomposition problem of post level key performance indicators in the responsibility matrix, the process combing method is introduced, and the responsibility matrix is used to decompose and comb the key performance indicators at the department level to obtain the post level key performance index system. Based on the above three methods, the three levels of key performance indicators of JB Electric Power Inspection and repair Company (JB) are in series from top to bottom in terms of overall strategy, which is based on the three key performance indicators of company level, department level and post level of JB Electric Power maintenance Company. Finally achieve the effective implementation of JB electricity maintenance company strategy, improve the overall performance of the company.
【学位授予单位】：华北电力大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F426.61

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