山东高速股份公司绩效管理体系研究
发布时间：2018-08-07 18:46
【摘要】：随着企业间竞争的日趋激烈,企业生存的压力越来越大。很多企业为了实现可持续发展,纷纷开发了企业发展战略,而如何化战略为行动,化战略为成果,成为这些企业面临的必须解决的问题。战略绩效管理系统作为战略性人力资源管理系统的重要组成部分,对于促使企业战略“落地”具有不可替代的作用。如何在企业内部设计并建立高效的基于战略的绩效管理体系就成为越来越多的企业所关注的问题。 本文的研究对象山东高速公路股份有限公司,近年来开发和确立自身的发展战略,建立并实施了综合绩效考核制度,实现了对各高速公路运营分公司的绩效考核,对于规范路桥运营管理发挥了积极作用。但由于没有从公司发展战略出发建立战略性绩效管理制度,公司战略推进缓慢。对此,本文对山东高速股份绩效管理体系现状进行了调研和分析,发现存在的主要问题为：绩效管理体系不完整,绩效评价对象不全面,公司层面对各职能部室没有有效建立考核体系,公司战略目标不能有效传递到职能部室；对分公司的考核指标不全面,主要是财务类和内部运营管理类；部分指标考核方法不科学,不能够通过考核与促进公司战略实现；绩效评价反馈方式单一,双向绩效沟通不到位；分公司内部绩效考核指标不合理,对部门的考核方式不科学,对各类员工的考核办法简单,不能较好地反映员工的工作业绩,员工对考核结果不满意；绩效考核结果应用单一。 笔者通过综合运用平衡计分卡、关键绩效指标、360度绩效评估、图尺度评价法等先进的战略和绩效管理工具、方法,在对山东高速股份综合绩效考核办法认真研究的基础上,设计了绩效评价体系、绩效管理运行体系,建立起与公司战略目标相适应的公司战略性绩效管理体系,为实现公司战略目标提供支撑。笔者也期望本文能够对其他同类企业起到参考借鉴的作用。
[Abstract]:With the increasingly fierce competition between enterprises, the pressure of survival of enterprises is increasing. In order to realize the sustainable development, many enterprises have developed the enterprise development strategy, but how to turn the strategy into the action, the strategy becomes the result, becomes the question which these enterprises must solve. As an important part of strategic human resource management system, strategic performance management system plays an irreplaceable role in promoting enterprise strategy "landing". How to design and establish an efficient performance management system based on strategy has become more and more important. In recent years, Shandong Expressway Co., Ltd. has developed and established its own development strategy, established and implemented the comprehensive performance appraisal system, and realized the performance appraisal of each highway operation branch. To standardize the road and bridge operation and management has played an active role. However, due to the lack of a strategic performance management system from the company's development strategy, the company's strategy is advancing slowly. In this paper, the current situation of Shandong high speed stock performance management system is investigated and analyzed. The main problems are: the performance management system is not complete, the performance evaluation object is not comprehensive, At the company level, there is no effective evaluation system for each functional department, and the strategic objectives of the company can not be effectively transferred to the functional department, and the assessment index of the branch is not comprehensive, mainly financial and internal operation management. Part of the index assessment method is not scientific, can not be achieved through evaluation and promotion of company strategy; performance evaluation feedback way is single, two-way performance communication is not in place; branch internal performance evaluation indicators are unreasonable, the assessment of the department is not scientific, The evaluation method for all kinds of employees is simple, which can not reflect the performance of the employees, and the employees are not satisfied with the results of the appraisal, and the results of the performance appraisal are single. Through the comprehensive use of balanced scorecard, key performance indicators, 360-degree performance evaluation, chart scale evaluation and other advanced strategy and performance management tools, methods, on the basis of a careful study of Shandong high-speed stock comprehensive performance evaluation method, The performance evaluation system, the performance management operation system and the company strategic performance management system are designed to provide support for the realization of the company strategic objectives. The author also expects that this article can be used as a reference for other similar enterprises.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F542.6
本文编号：2171014
[Abstract]:With the increasingly fierce competition between enterprises, the pressure of survival of enterprises is increasing. In order to realize the sustainable development, many enterprises have developed the enterprise development strategy, but how to turn the strategy into the action, the strategy becomes the result, becomes the question which these enterprises must solve. As an important part of strategic human resource management system, strategic performance management system plays an irreplaceable role in promoting enterprise strategy "landing". How to design and establish an efficient performance management system based on strategy has become more and more important. In recent years, Shandong Expressway Co., Ltd. has developed and established its own development strategy, established and implemented the comprehensive performance appraisal system, and realized the performance appraisal of each highway operation branch. To standardize the road and bridge operation and management has played an active role. However, due to the lack of a strategic performance management system from the company's development strategy, the company's strategy is advancing slowly. In this paper, the current situation of Shandong high speed stock performance management system is investigated and analyzed. The main problems are: the performance management system is not complete, the performance evaluation object is not comprehensive, At the company level, there is no effective evaluation system for each functional department, and the strategic objectives of the company can not be effectively transferred to the functional department, and the assessment index of the branch is not comprehensive, mainly financial and internal operation management. Part of the index assessment method is not scientific, can not be achieved through evaluation and promotion of company strategy; performance evaluation feedback way is single, two-way performance communication is not in place; branch internal performance evaluation indicators are unreasonable, the assessment of the department is not scientific, The evaluation method for all kinds of employees is simple, which can not reflect the performance of the employees, and the employees are not satisfied with the results of the appraisal, and the results of the performance appraisal are single. Through the comprehensive use of balanced scorecard, key performance indicators, 360-degree performance evaluation, chart scale evaluation and other advanced strategy and performance management tools, methods, on the basis of a careful study of Shandong high-speed stock comprehensive performance evaluation method, The performance evaluation system, the performance management operation system and the company strategic performance management system are designed to provide support for the realization of the company strategic objectives. The author also expects that this article can be used as a reference for other similar enterprises.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F542.6
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1 史文革;冀星高速公路有限公司员工绩效考核研究[D];天津大学;2007年
，本文编号：2171014
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