H供电段的绩效管理研究

发布时间：2018-03-02 07:45

本文关键词： 铁路绩效管理发展　出处：《西南交通大学》2012年硕士论文　论文类型：学位论文

【摘要】：随着铁路行业在市场经济体制下改革的不断深入,铁路行业得到了迅猛发展。但在发展的同时新的问题也层出不穷,其中一个主要的矛盾是“运输设备数量的激增和新技术、新工艺的大量投入与运输设备维护人员数量的相对减少及干部职工素质的相对低下之间的矛盾”。本文作者提出了通过研究改进绩效管理体系解决此矛盾的必要性,并结合H供电段绩效管理的实际情况,从绩效管理的设计、实施、考核评价、反馈改进等四个方面进行了深入分析,找出了该供电段绩效管理中存在的问题。即：绩效目标设计的不科学、不合理,缺少必要的绩效沟通；绩效实施阶段缺乏有效指导和激励；绩效考核评价走形式,信息失真；绩效信息反馈不及时,不能得到及时改进。针对上述问题,作者充分利用了当前较为实用的绩效管理工具KPI (Key Performance Indicator)关键业绩指标法和BSC (The Balance Scorecard)平衡计分卡法,并结合H供电段的自身文化对绩效管理进行了一系列改进。一是对生产组织形式进行了改进,对主要工种进行了合并,进一步释放了生产力,为绩效管理改进奠定基础。二是加强绩效沟通,合理制订绩效目标；三是加强绩效实施过程的控制和指导,提高绩效水平；四是改进考核评价标准,激励了广大职工的工作积极性；五是及时反馈绩效信息,对绩效管理进行了持续改进,实现了良性循环。通过改进绩效管理体系,H供电段潜力得到了充分挖掘,释放出了巨大的生产力,提高了广大职工的工作积极性,企业的凝聚力得到提升,并且在人员没有增加的情况下成功的接管了2000多条公里的新线,企业得到了可持续发展,目前H供电段已经成为了北方规模最大的供电段,其绩效管理经验也得到广泛的认可。
[Abstract]:With the deepening of the reform of the railway industry under the market economy system, the railway industry has developed rapidly, but at the same time, new problems have emerged endlessly. One of the main contradictions is "the surge in the number of transport equipment and new technologies." The contradiction between the large amount of investment in the new technology and the relative decrease in the number of maintenance personnel and the relatively low quality of the cadres and workers. The author of this paper puts forward the necessity of improving the performance management system to solve this contradiction, and combining with the actual situation of performance management in H power supply section, from the design, implementation, evaluation and evaluation of performance management, Four aspects of feedback improvement are analyzed in depth to find out the existing problems in performance management of the power supply section, that is, the design of performance objectives is not scientific, unreasonable, and lack of necessary performance communication; Lack of effective guidance and motivation in the performance implementation phase; performance appraisal and evaluation form, information distortion; performance information feedback is not timely, can not be timely improvement. The author makes full use of the key performance index method of KPI key Performance indicator and the balanced scorecard method of BSC / the Balance Scorecard. Combining with the culture of H power supply section, a series of improvements have been made to performance management. First, the production organization has been improved, the main types of work have been merged, and the productivity has been further released. To lay the foundation for performance management improvement. Second, strengthen performance communication, set performance goals reasonably; third, strengthen the control and guidance of performance implementation process, improve performance level; fourth, improve the evaluation criteria, Fifth, timely feedback of performance information, continuous improvement of performance management, the realization of a virtuous cycle. Through the improvement of the performance management system, the potential of the power supply section has been fully exploited, the great productivity has been released, the enthusiasm of the staff and workers has been increased, and the cohesion of the enterprise has been enhanced. And in the case of no increase in personnel successfully took over 2000 km of the new line, the enterprise has been sustainable development, the current H power supply section has become the largest power supply section in the north, its performance management experience has been widely recognized.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F532

【共引文献】