光明公司绩效管理制度改进设计
发布时间：2018-09-07 22:08
【摘要】：光明公司成立于1971年,是辽宁省电力有限公司下属的一个大型Ⅱ类供电企业,主要业务是本地区电网的运行管理和该区域内的电力销售。随着深入发展经济建设,光明公司面临着前所未有的发展机遇。同时依据WTO的框架,我国将逐渐取消行业保护。因此,2010年后,我国供电企业将面临剧烈的市场竞争,给中国电力企业带来冲击。 国家电网公司制定了战略目标,提出了体制改革的方案。本文以光明公司绩效管理制度为例,光明公司缺乏能够完全、真实按照企业战略制定的绩效管理系统,面对新的机遇和挑战,光明公司绩效管理制度改进势在必行。根据公司现有绩效管理制度上不完善,应用绩效管理理论,研究如何改进绩效管理制度,使得公司战略目标能够顺利的实现。 本文首先对光明公司绩效管理现状进行调研,系统分析了光明公司绩效管理方面存在的主要问题。然后根据国家电网公司的战略目标,按照体系改革方案为指导,应用平衡计分卡模型,绘制出了公司的战略地图,建立了公司的平衡计分卡四个维度和每个部门的关键绩效指标。最后,设计绩效流程。根据PDCA循环理论的规则,将绩效管理分为六个阶段：分解战略目标、制定绩效计划、组织绩效实施、开展绩效评价、完善绩效沟通和评价结果应用六个阶段,形成绩效系统的闭环管理。设计出完整光明公司绩效管理体系。 绩效管理制度的改进具体措施为：光明公司现阶段的绩效考核与战略目标相脱节,本文将战略指标逐级分解,明确各部门、岗位的职责分工,提高工作效率：光明公司现阶段的绩效考核指标不明确,不能反映真实绩效。评价标准太笼统,人为因素太大。本文应用平衡计分法的四个维度确定各部门的关键业绩指标；要求全体员工签订绩效合约；在原有的绩效考核的基础上,新的绩效管理系统充分利用信息化手段,建立了依托于ERP系统的绩效管理操作平台；光明公司现阶段的绩效考核结果趋于平均。新的绩效管理以“定量考核、定性评价”相结合的方式进行,考评结果强制公布,彻底打破了“大锅饭”和“轮流坐庄”的局面；现阶段公司的绩效考核缺少沟通和反馈。本文建立绩效考核看板,进行绩效考核的全过程监控和结果反馈,实施年度考核评价；公司原来的绩效考核结果与薪酬发放挂钩不紧密。按照省公司的要求,“绩效考评结果要与员工的绩效薪金挂钩,年度考核结果与员工人才选拔、升迁竞聘、评优评先、职称评定、技能鉴定、教育培训等挂钩。”
[Abstract]:Established in 1971, Guangming Company is a large-scale class II power supply enterprise affiliated to Liaoning Electric Power Company Limited. Its main business is the operation and management of the local power grid and the power sales in the region. Therefore, after 2010, China's power supply enterprises will face fierce market competition, which will bring impact to China's power enterprises.
The State Grid Corporation of China has formulated strategic objectives and put forward a plan for system reform.Taking the performance management system of Guangming Company as an example,this paper points out that Guangming Company lacks a performance management system which can be completely and truly formulated according to the enterprise strategy.Facing new opportunities and challenges,it is imperative to improve the performance management system of Guangming Company. Effective management system is not perfect, the application of performance management theory, study how to improve the performance management system, so that the company's strategic objectives can be smoothly achieved.
Firstly, this paper investigates the present situation of performance management of Guangming Company, and systematically analyzes the main problems existing in the performance management of Guangming Company. Then, according to the strategic objectives of State Grid Corporation, guided by the reform plan of the system, using the Balanced Scorecard model, it draws the strategic map of the company and establishes the Balanced Scorecard of the company. According to the rules of PDCA cycle theory, performance management can be divided into six stages: decomposing strategic objectives, formulating performance plans, organizing performance implementation, carrying out performance evaluation, improving performance communication and application of evaluation results, forming a closed performance system. Ring management. Design a complete performance management system of Guangming company.
The specific measures to improve the performance management system are as follows: the performance appraisal of Guangming Company is out of line with the strategic objectives at this stage. This paper decomposes the strategic indicators step by step, clarifies the division of responsibilities among departments and posts, and improves work efficiency. The performance appraisal indicators of Guangming Company at this stage are not clear and can not reflect the real performance. This paper uses the four dimensions of the balanced scoring method to determine the key performance indicators of each department; requires all employees to sign performance contracts; on the basis of the original performance appraisal, the new performance management system makes full use of information technology, and establishes a performance management platform relying on ERP system; At present, the results of performance appraisal tend to be average. The new performance management combines quantitative appraisal with qualitative appraisal. The compulsory publication of the appraisal results completely breaks the situation of "big pot rice" and "taking turns to live in a village". At this stage, the company's performance appraisal lacks communication and feedback. In accordance with the requirements of the provincial companies, "the results of performance appraisal should be linked to the performance and salary of employees, and the results of annual appraisal should be linked to the selection of employees, promotion and competition, evaluation first, Title evaluation, and competition. It can identify, educate, train and so on.
【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
本文编号：2229550
[Abstract]:Established in 1971, Guangming Company is a large-scale class II power supply enterprise affiliated to Liaoning Electric Power Company Limited. Its main business is the operation and management of the local power grid and the power sales in the region. Therefore, after 2010, China's power supply enterprises will face fierce market competition, which will bring impact to China's power enterprises.
The State Grid Corporation of China has formulated strategic objectives and put forward a plan for system reform.Taking the performance management system of Guangming Company as an example,this paper points out that Guangming Company lacks a performance management system which can be completely and truly formulated according to the enterprise strategy.Facing new opportunities and challenges,it is imperative to improve the performance management system of Guangming Company. Effective management system is not perfect, the application of performance management theory, study how to improve the performance management system, so that the company's strategic objectives can be smoothly achieved.
Firstly, this paper investigates the present situation of performance management of Guangming Company, and systematically analyzes the main problems existing in the performance management of Guangming Company. Then, according to the strategic objectives of State Grid Corporation, guided by the reform plan of the system, using the Balanced Scorecard model, it draws the strategic map of the company and establishes the Balanced Scorecard of the company. According to the rules of PDCA cycle theory, performance management can be divided into six stages: decomposing strategic objectives, formulating performance plans, organizing performance implementation, carrying out performance evaluation, improving performance communication and application of evaluation results, forming a closed performance system. Ring management. Design a complete performance management system of Guangming company.
The specific measures to improve the performance management system are as follows: the performance appraisal of Guangming Company is out of line with the strategic objectives at this stage. This paper decomposes the strategic indicators step by step, clarifies the division of responsibilities among departments and posts, and improves work efficiency. The performance appraisal indicators of Guangming Company at this stage are not clear and can not reflect the real performance. This paper uses the four dimensions of the balanced scoring method to determine the key performance indicators of each department; requires all employees to sign performance contracts; on the basis of the original performance appraisal, the new performance management system makes full use of information technology, and establishes a performance management platform relying on ERP system; At present, the results of performance appraisal tend to be average. The new performance management combines quantitative appraisal with qualitative appraisal. The compulsory publication of the appraisal results completely breaks the situation of "big pot rice" and "taking turns to live in a village". At this stage, the company's performance appraisal lacks communication and feedback. In accordance with the requirements of the provincial companies, "the results of performance appraisal should be linked to the performance and salary of employees, and the results of annual appraisal should be linked to the selection of employees, promotion and competition, evaluation first, Title evaluation, and competition. It can identify, educate, train and so on.
【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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