山东高速公司绩效考核研究

发布时间：2019-05-24 04:14

【摘要】：山东高速股份有限公司成立于1999年，主要从事对高等级公路、桥梁、隧道、港口等基础设施的投资、建设、管理、收费、养护、路政、清障，以及城市运营、矿产投资等业务。目前，山东高速的路桥管理单位有6家直属分公司、4家直属管理处、3家权属子公司；先后设立或收购12家城市运营子公司、5家多元化发展子公司，逐步形成以高速公路、城市运营两大主业为核心，集矿产、环保、证券等多元化产业为一体的现代化企业集团。为实现管理现代化，公司从2003年开始实行绩效考核，，绩效考核体系一直在不断的改进和完善。本文以山东高速现有绩效考核体系为研究基础，分析其下属路桥单位绩效考核存在的问题，针对问题进行绩效考核体系的重新设计。本文主体有三部分：第一，对绩效考核相关概念、主要方法、理论基础的研究综述；第二，通过问卷调查对山东高速下属路桥绩效考核体系现有问题进行分析；第三，针对出现的问题，重新进行山东高速下属路桥绩效考核体系的设计。主要结论如下：第一，绩效考核体系应该随着公司的发展而不断改进。第二，绩效考核体系的设计原则要适应公司自身的发展。第三，绩效考核指标的选取要多方论证。主要创新点：第一，通过调查问卷的分析确定了现有绩效考核体系中存在的绩效考核区分度不高、考核指标战略引导性不强、针对性不够、绩效考核结果运用不当等问题，为下一步绩效考核体系的设计提供了设计依据，使得下一步考核体系的设计更具有针对性；第二，本文在绩效考核体系设计过程中，针对不同考核单位和考核周期，确定不同考核指标，确保新的绩效考核体系的针对性和适应性。
[Abstract]:Shandong Expressway Co., Ltd. was established in 1999, mainly engaged in high-grade roads, bridges, tunnels, ports and other infrastructure investment, construction, management, toll collection, maintenance, road administration, barrier clearance, as well as urban operation, mineral investment and other business. At present, there are 6 direct branches, 4 direct management offices and 3 proprietary subsidiaries in the road and bridge management units of Shandong Expressway. We have set up or acquired 12 urban operation subsidiaries and 5 diversified development subsidiaries, gradually forming modern enterprise groups with expressway and urban operation as the core, mineral, environmental protection, securities and other diversified industries as one. In order to realize the modernization of management, the company has been carrying out performance appraisal since 2003, and the performance appraisal system has been constantly improving and perfecting. Based on the existing performance appraisal system of Shandong Expressway, this paper analyzes the problems existing in the performance appraisal of its subordinate road and bridge units, and redesigns the performance appraisal system in view of the problems. The main body of this paper is divided into three parts: first, the research on the related concepts, main methods and theoretical basis of performance appraisal; second, through the questionnaire survey to analyze the existing problems of the performance appraisal system of Shandong expressway subordinate roads and bridges; Third, in view of the problems, re-design the performance appraisal system of Shandong Expressway subordinate Road and Bridge. The main conclusions are as follows: first, the performance appraisal system should be improved with the development of the company. Second, the design principles of the performance appraisal system should adapt to the development of the company itself. Third, the selection of performance appraisal indicators should be demonstrated in many ways. The main innovations are as follows: first, through the analysis of the questionnaire, it is determined that the existing performance appraisal system is not highly differentiated, the strategic guidance of the evaluation index is not strong, the pertinence is not enough, and the results of the performance appraisal are not used improperly. It provides the design basis for the next step of the performance appraisal system design, so that the next step of the evaluation system design is more targeted; Secondly, in the process of performance appraisal system design, according to different evaluation units and evaluation cycles, different evaluation indicators are determined to ensure the pertinence and adaptability of the new performance appraisal system.
【学位授予单位】：山东师范大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F542.6

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