胜利油田供水公司绩效考核体系改进研究

发布时间：2018-05-25 06:44

本文选题：人力资源 + 绩效考核　；参考：《中国石油大学(华东)》2014年硕士论文

【摘要】：在企业人力资源的有机系统中,绩效考核占有核心地位,企业价值的实现起着至关重要的作用。有效的绩效考核体系可以提高员工的绩效,为人力资源开发提供依据,确保员工有一个公平的工作环境,从而提高工作效率,增强企业的竞争优势。本文以胜利油田供水公司为研究对象,首先,阐明随着公司的不断发展,必须引入现代企业绩效管理理论相适应,建立科学有效的绩效考核体系,以解决公司在绩效考核管理工作中存在的各种问题,提高公司的整体绩效水平,同时为公司人力资源管理的其他环节提供决策依据。并对国内外供水企业绩效考核应用现状及MBO和KPI等绩效考核理论进行了综述。其次,对胜利油田供水公司现有绩效考核体系进行全面分析,得出存在员工没有清晰的目标和工作的动力,缺乏良好企业价值评价体系,发展战略与人力资源开发不相匹配,员工工作绩效以及工作监督方面缺乏相应的制度和措施等问题;造成的原因归结为五点,分别是绩效考核地位认识不足、绩效考核内容不合理、指标与标准模糊、数据来源不足、缺乏专业的人力资源管理人员等。再次,运用访谈、问卷调查、头脑风暴、鱼骨图等研究方法,对公司的绩效考核体系进行了改进设计,应用KPI工具将公司的战略目标层层分解至部门、岗位,提出部门考核指标包括部门业绩、协作能力与创新能力三部分,岗位考核指标包括工作业绩、综合表现与劳动纪律三部分;根据员工层级和岗位的不同,按照不同的权重设计了员工绩效考核指标体系;最后说明了相关培训和持续沟通是保障绩效考核体系有效实施的重要手段。通过本文研究,一方面为胜利油田供水公司绩效考核改进提出方案参考。另一方面,我国现有供水企业在发展中需要逐步改进管理现状,提升人力资源管理水平。希望论文能对遇到类似问题供水企业提供一定借鉴和参考,让企业健康持续发展。
[Abstract]:In the organic system of enterprise human resources, performance appraisal plays a core role, and the realization of enterprise value plays a vital role. An effective performance appraisal system can improve the performance of employees, provide the basis for the development of human resources, ensure a fair working environment for employees, improve work efficiency and enhance the competitive advantage of enterprises. This paper takes Shengli Oilfield Water supply Company as the research object. First of all, with the continuous development of the company, it is necessary to introduce the modern enterprise performance management theory to adapt to the establishment of a scientific and effective performance appraisal system. In order to solve the problems existing in the performance appraisal management, improve the overall performance level of the company, and provide decision-making basis for other aspects of human resources management of the company. The application of performance appraisal in water supply enterprises at home and abroad and the theories of performance appraisal such as MBO and KPI are summarized. Secondly, the comprehensive analysis of the existing performance appraisal system of Shengli Oilfield Water supply Company shows that there are no clear objectives and working motivation, lack of a good enterprise value evaluation system, and the development strategy and human resources development do not match. The reasons for the lack of corresponding systems and measures in terms of employee performance and job supervision are summarized as follows: lack of understanding of the status of performance appraisal, unreasonable content of performance appraisal, ambiguity of indicators and standards, etc. Lack of data sources, lack of professional human resources management personnel and so on. Thirdly, by using the methods of interview, questionnaire, brainstorming, fish bone map, etc, the performance appraisal system of the company has been improved and designed, and the strategic objectives of the company have been decomposed into departments and posts by using KPI tools. The paper puts forward that the evaluation index of department includes three parts: the performance of the department, the ability of cooperation and the ability of innovation, and the evaluation index of the post includes the performance of the work, the comprehensive performance and the discipline of labor, according to the different levels and positions of the staff, According to different weights, this paper designs employee performance appraisal index system, and finally explains that relevant training and continuous communication are important means to ensure the effective implementation of performance appraisal system. Through this study, on the one hand, for Shengli Oilfield Water supply Company performance evaluation improvement program reference. On the other hand, China's existing water supply enterprises need to gradually improve the management status and improve the level of human resources management. It is hoped that the paper can provide some reference for water supply enterprises with similar problems, so that the enterprises can develop healthily and sustainably.
【学位授予单位】：中国石油大学(华东)
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F299.24

【参考文献】