C石油分公司加油站员工绩效管理体系重构

发布时间：2018-04-14 13:05

本文选题：加油站员工 + 绩效管理　；参考：《电子科技大学》2017年硕士论文

【摘要】：在经济全球化、贸易自由化大潮的冲击下,近年来石油、石化行业已经发生了巨大的变化。随着中国国企改革进一步深化,特别是在成品油零售终端市场,竞争更是达到白热化的程度,尽管中石化和中石油两大集团投入巨资收编社会加油站,抢占国内零售市场份额,从所控制加油站数量上来讲,几乎完全控制市场,但是,在加油站数量上的辉煌背后,却是人均销售量低下,资产回报率低,市场竞争力差,甚至部分加油站亏损严重的残酷现实。C石油分公司是某石油天然气股份有限公司四川销售分公司在成都市的分支机构,成立于2008年,公司主要从事成品油批发、零售和非油品销售业务。作为中石油系统的最基层单位,公司的经营效益和员工收入高低完全取决于加油站的经营销售情况,但由于C石油分公司现有的绩效管理体系设计不完善,难以充分发挥绩效考核的激励作用,公司效益和员工收入水平增幅甚微。所以,为了提高员工的工作业绩,提升C石油分公司的整体绩效水平,让绩效考核发挥其真正作用,就必须对C石油分公司现行的绩效管理体系进行重新设计,使其更加符合C石油分公司实情,更具有可操作性。本篇论文首先就绩效管理的基本概念进行了说明,然后引出C石油分公司的加油站员工绩效管理特点、基本流程、绩效管理现状等方面情况,并配合问卷调查,认真分析了加油站员工绩效管理存在的种种问题。通过设计岗位说明书、绩效指标、权重、考核方式等对C石油分公司的绩效管理体系进行改进设计,加强对C石油分公司考评人员的培训教育工作,让他们在绩效指标设置、绩效评估、沟通技巧等方面的能力进一步得以提高,同时,注重与加油站员工进行持续、有效的沟通和反馈,及时发现困难,并给予改进,力求让加油站员工感到绩效管理不仅仅是绩效考核,激发他们的工作积极性,最终实现C石油分公司的整体战略目标[1]。最后,为了使新设计的加油站员工绩效管理体系顺利实施,论文还就实施过程中可能出现的问题进行了分析,并提出相关配套措施。
[Abstract]:Under the impact of economic globalization and trade liberalization, the petroleum and petrochemical industry has undergone tremendous changes in recent years.With the further deepening of the reform of China's state-owned enterprises, especially in the retail terminal market of refined oil products, the competition has reached a white-hot level, although Sinopec and PetroChina have invested a great deal of money in collecting social gas stations to seize the share of the domestic retail market.In terms of the number of gas stations under control, the market is almost completely controlled, but behind the brilliance of the number of gas stations is the low per capita sales volume, low return on assets, and poor market competitiveness.Even the cruel reality of heavy losses at some gas stations. C Oil Branch is a branch of Sichuan sales Branch of a certain oil and gas company in Chengdu. It was established in 2008, and the company is mainly engaged in wholesale oil products.Retail and non-oil sales business.As the most basic unit of CNPC, the company's operating efficiency and employee's income depend entirely on the operating and selling situation of the gas station. However, because of the imperfect design of the existing performance management system of C Petroleum Branch,It is difficult to give full play to the incentive function of performance appraisal, and the increase of company benefit and employee income level is very small.Therefore, in order to improve the performance of the employees, improve the overall performance level of C Oil Branch, and let the performance appraisal play its real role, we must redesign the current performance management system of C Oil Branch.Make it more in line with C Oil Branch, more operational.This paper first explains the basic concept of performance management, and then leads to the characteristics of performance management, basic process, performance management status quo and other aspects of C Oil Company, and cooperate with the questionnaire survey.This paper analyzes the problems existing in the performance management of gas station staff.Through designing job description, performance index, weight, evaluation method and so on, the performance management system of C oil branch is improved and designed, and the training and education work for C petroleum branch appraisal personnel is strengthened, so that they can set the performance index.Performance evaluation, communication skills and other aspects of the ability to further improve, at the same time, pay attention to continuous and effective communication and feedback with gas station staff, timely detection of difficulties, and give improvement,To make gas station employees feel that performance management is not only performance appraisal, stimulate their work enthusiasm, and finally achieve the overall strategic goal of C Oil Company [1].Finally, in order to implement the newly designed performance management system of gas station staff smoothly, the paper also analyzes the possible problems in the process of implementation, and puts forward some related measures.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.22;F272.92

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