A市烟草公司绩效管理体系研究分线分块分类视角

发布时间：2018-10-18 18:02

【摘要】：摘要：随着中国经济改革向纵深发展,中国烟草作为国有垄断企业,面临的改革压力越来越大。本文根据国家烟草局提出的“分类管理、科学设岗、明确职责、严格考核、落实报酬”的用工分配制度改革总体要求,引入管理新理念并完善建立“分线分块分类(LBC)”的绩效管理模式,试图通过这种条线清晰、职责明确、考核科学的体系,来触动烟草行业员工竞争意识,提升企业管理水平,激活企业内部活动。本文对国内外有关分线、分类绩效管理理论及实践作用进行了研究,重点对A市烟草公司(以下简称A公司)现有绩效管理体系进行了介绍及分析,找出目前困扰企业绩效实施效果的原因,并针对这些原因“对症下药”,设计出与A公司现在有业务模式相适应的“基于分线分块分类考核”的绩效管理模式。该方案从设计原则、绩效工资分配方法、分线分块分类考核办法、考核指标动态管理、考核机构及岗位设置等五个方面进行了设计,并制订了方案的实施流程、绩效面谈、绩效结果应用、绩效申诉的形式和方法,形成了较为系统、完整的绩效管理体系。
[Abstract]:Absrtact: with the deepening development of China's economic reform, Chinese tobacco, as a state-owned monopoly enterprise, is facing more and more pressure of reform. According to the general requirements of the reform of the labor distribution system proposed by the State Tobacco Administration, such as "classified management, scientific establishment of posts, clear responsibilities, strict examination and implementation of remuneration", This paper introduces a new concept of management and consummates the performance management mode of "dividing line into blocks and classifying (LBC)". Through this system of clear line, clear responsibility and scientific examination, the author tries to touch the competition consciousness of the employees in tobacco industry and improve the management level of the enterprise. Activate the internal activities of the enterprise. This paper studies the theory and practice of sub-line, classified performance management at home and abroad, and focuses on the introduction and analysis of the existing performance management system of A City Tobacco Company (hereinafter referred to as "A Company"). This paper finds out the reasons that baffle the effect of enterprise performance implementation at present, and, aiming at these reasons, designs a performance management model based on line and block classification appraisal, which adapts to the present business model of A company. The scheme is designed from five aspects, such as design principle, performance wage distribution method, classified assessment method by line and block, dynamic management of assessment index, assessment organization and post setting, etc. The implementation process of the scheme and the performance interview are also worked out. The application of performance result, the form and method of performance appeal form a systematic and complete performance management system.
【学位授予单位】：中南大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.8;F272.92

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