S勘察设计公司的绩效管理的优化研究

发布时间：2018-02-27 05:22

本文关键词： 企业战略平衡计分卡关键绩效指标关键事件记录股权激励　出处：《上海交通大学》2014年硕士论文　论文类型：学位论文

【摘要】：目前的勘察设计类公司主要依靠员工人力资本,人是高新技术的创造者和载体,是公司最重要的战略性资源。目前各个勘察设计类公司对优秀人才的争夺非常激烈,为此要求公司经营管理者必须以强化内部管理,提升公司的绩效和激励机制为契机,吸引和留住更多优秀人才。一方面应分析外部情况,行业竞争同质化,日益白热化的市场化竞争要求公司逐步转到向管理要效益,向服务要效益;另一方面研究从内部软实力着手,以提升绩效管理模式促效益,实施公司内部机构改革、股权激励、夯实企业软实力,这些变化要求绩效管理随时调整优化绩效指标。本文以一家勘察设计类国企---S公司为实例,论述其为了适应市场发展和变化而不断拓展、延伸其经营业务领域,企业的战略发生了深刻的变化,在发展过程中发现原有的绩效激励作用出现钝化等问题,促使管理层不断探索以企业战略为导向的绩效管理优化和变革,并追求卓越绩效的改革和自我完善过程。本文的探索和研究共分七个部分作论述。本文首先阐述了研究的背景和意义,提出研究方法和主要内容,解释了文中所提及的相关理论,然后介绍S公司基本情况及发展历程,通过PEST分析、波特五力分析、SWOT分析等引述其调整后的战略目标、组织架构。通过访谈法、问卷法、资料收集等方法调查了S公司的人力资源基本情况和绩效管理现状,分析了S公司绩效管理流程四个阶段存在的问题,并针对这些问题一一提出优化方案,重点介绍了关键绩效指标的优化、关键事件记录的补充应用和股权激励优化等具体实施方案。最后,笔者作了全文总结并提出优化研究后可能带来的问题和一些思考。
[Abstract]:At present, survey and design companies mainly rely on the human capital of their employees. People are the creators and carriers of high and new technology, and they are the most important strategic resources of the company. In order to attract and retain more talents, managers should take the opportunity of strengthening internal management, improving the performance and incentive mechanism of the company to attract and retain more talented people. On the one hand, the external situation should be analyzed, and the competition in the industry should be homogenized. The increasingly fierce market-oriented competition requires the company to gradually turn to the management to benefit, to the benefit of the service; on the other hand, the study from the internal soft power to improve the performance management model to promote efficiency, the implementation of corporate internal institutional reform, equity incentives, Tamping the soft power of the enterprise, these changes require the performance management to adjust and optimize the performance index at any time. Taking a survey and design state-owned enterprise-S company as an example, this paper discusses its continuous expansion in order to adapt to the development and change of the market. Extending its business field, the strategy of the enterprise has undergone profound changes. In the process of development, problems such as passivation of the original performance incentive function have been found, which urges the management to explore the optimization and reform of the performance management guided by the enterprise strategy. The research of this paper is divided into seven parts. Firstly, this paper expounds the background and significance of the research, and puts forward the research methods and main contents. This paper explains the relevant theories mentioned in this paper, and then introduces the basic situation and development course of S Company. Through PEST analysis, Porter's five Forces Analysis and SWOT analysis, it quotes its adjusted strategic objectives, organizational structure, interview method, questionnaire method, etc. Data collection and other methods investigated the basic situation of human resources and the current situation of performance management in S Company, analyzed the problems existing in the four stages of performance management process of S Company, and put forward the optimization scheme for each of these problems. This paper focuses on the optimization of key performance indicators, the supplementary application of key event record and equity incentive optimization. Finally, the author summarizes the whole paper and puts forward some problems and some thoughts after the optimization research.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.92

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