基于平衡计分卡的SY井下作业公司绩效考核体系改进

发布时间：2017-12-28 04:20

本文关键词：基于平衡计分卡的SY井下作业公司绩效考核体系改进　出处：《中国海洋大学》2015年硕士论文　论文类型：学位论文

【摘要】：我国是石油能源的生产、消费大国,在新的历史时期为了谋求更好的发展,我国石油企业必须加强内部管理,做好战略规划。绩效考核是激励人才、有效管理企业的核心手段,然而我国石油企业绩效考核指标普遍设计简单,且过分重视财务指标和短期效益而忽视了企业战略和长远发展,因此石油企业有必要建立一套全面的、以企业总体战略为导向的绩效考核体系。此外,为了走可持续的文明发展道路,石油行业推出了QHSE管理体系,将这一体系应用于绩效考核中以更好地进行内部管控也是每个石油企业的迫切需求。因此,如何建立一套适合石油企业的、能与QHSE管理体系相融合的、实现战略发展的绩效考核体系就成为了石油企业管理的重中之重。本文以SY井下作业公司为例,通过调查分析该企业现行绩效考核体系,发现了当中存在的一系列问题,即考核体系过于繁杂,缺少横向沟通；指标设计零散,过分重视财务考核；员工被动考核,缺乏使命感等。导致这些问题的原因主要是该企业忽视了战略的统筹引导作用,在上下级之间、单位之间缺少关于企业战略的灌输或沟通。众所周知,自20世纪90年代平衡计分卡诞生以来,就一直被视为企业绩效考核和战略管理的有效工具,是将企业战略与绩效考核相联系的纽带。并且本文认为,平衡计分卡各维度之间的因果逻辑关系与石油企业奉行的QHSE管理体系各要素的内在逻辑性具有很大的相似性,这为二者的融合提供了可能,而将平衡计分卡和QHSE管理体系相结合也能够进一步促进二者的完善。因此,本文提出以平衡计分卡为框架和基础,建立一套适应石油企业发展特点的、与QHSE管理体系相融合绩效考核体系,希望能在较大程度上解决原有体系中存在的问题。通过对个例企业的分析研究,为平衡计分卡在我国石油企业绩效考核和战略管理中的应用提供一点借鉴和思路,也为QHSE管理体系在石油企业绩效考核中的应用提供一种新的实现方式。本文首先通过查询、阅读和分析大量文献,认识到企业应当站在战略的高度上进行绩效考核,而将二者联系在一起的就是平衡计分卡这一绩效考核和战略管理工具。在此基础上,通过对目标企业已有的绩效考核体系进行调查和分析,认识到其中的问题和不足,并结合平衡计分卡作为绩效考核工具的条件和优点,以及平衡计分卡与QHSE管理体系相融合的可行性,指出该企业运用平衡积分卡进行绩效考核的必要性和优势。此外,企业应当根据自身战略愿景和业务特点来制定适合的平衡计分卡考核体系。因此本文在分析目标企业战略的基础上,分别在公司层面、单位层面和员工层面设计符合战略目标的平衡计分卡绩效考核指标,并提出采用一种定量与定性相结合的考评办法,即模糊层次综合评价法作为考核体系落地的工具。
[Abstract]:China is a large country of petroleum energy production and consumption. In order to better develop in the new historical period, China's petroleum enterprises must strengthen internal management and make strategic plans. Performance appraisal is the core means of incentive and effective management of the enterprise, but the performance evaluation index of China's petroleum enterprises generally has the advantages of simple design, and too much emphasis on financial indicators and short-term benefits while ignoring the enterprise strategy and long-term development, so the oil companies need to establish a set of comprehensive and overall enterprise strategy oriented performance appraisal system. In addition, in order to take a sustainable road of civilization development, the petroleum industry launched the QHSE management system, and applied this system to performance appraisal to better manage and control internally, which is also an urgent need for every oil company. Therefore, how to establish a set of performance evaluation system that is suitable for petroleum enterprises and can integrate with QHSE management system and achieve strategic development has become the top priority of oil enterprise management. This paper takes SY downhole company as an example, through the investigation and analysis of the current performance evaluation system of the enterprise, found a series of problems, namely the appraisal system is too complicated and the lack of horizontal communication; index of scattered, too much emphasis on financial assessment; passive staff assessment, the lack of a sense of mission. The main reason for these problems is the neglect of the overall planning and guiding role of the strategy, and there is a lack of communication or communication between the upper and lower levels and units. As we all know, since the birth of the Balanced Scorecard in 1990s, it has been regarded as an effective tool for enterprise performance appraisal and strategic management, and a link linking enterprise strategy and performance appraisal. And the balance scorecard of internal logic elements the causal relation between the dimensions and petroleum enterprises pursuing QHSE management system has great similarity, provides the possibility for the integration of the two, and the Balanced Scorecard and QHSE management system can further improve the combination of the two. Therefore, this paper proposes a balanced scorecard as the framework and foundation to establish a set of performance evaluation system that is suitable for the development characteristics of petroleum enterprises and integrated with QHSE management system, hoping to solve the existing problems in the original system to a large extent. Through the analysis and research of a case, it can provide a reference for the Balanced Scorecard in the performance appraisal and strategic management of China's petroleum enterprises, and also provide a new way for the application of QHSE management system in the performance appraisal of petroleum enterprises. First, through querying, reading and analyzing a large number of documents, it is realized that enterprises should stand on a strategic level for performance appraisal. The two link is the balanced scorecard, a performance appraisal and strategic management tool. On this basis, by the investigation and analysis of the target enterprise's performance appraisal system, to realize the problems and deficiencies, combined with the Balanced Scorecard as a condition and advantages of performance evaluation tools, feasible integration and balanced scorecard and QHSE management system, and points out that the application of the Balanced Scorecard performance appraisal is necessary and the advantage of the enterprise. In addition, enterprises should make a suitable assessment system of Balanced Scorecard according to their own strategic vision and business characteristics. Based on the analysis of the target enterprise strategy, performance appraisal index in the balanced score card company level, unit level and staff level is designed to meet the strategic goals and put forward respectively, using a combination of quantitative and qualitative evaluation methods, namely, fuzzy comprehensive evaluation method as the evaluation system of landing tools.
【学位授予单位】：中国海洋大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.22

【引证文献】