發(fā)布時(shí)間：2018-04-05 01:25

  本文選題：中建七局總部　切入點(diǎn)：績(jī)效管理　出處：《蘭州理工大學(xué)》2017年碩士論文

【摘要】：“十三五”時(shí)期的建筑業(yè)呈現(xiàn)出了一些新的特點(diǎn),發(fā)展環(huán)境、目標(biāo)任務(wù)、生產(chǎn)方式、組織管理等發(fā)生了重大改變。如何在適應(yīng)外部競(jìng)爭(zhēng)環(huán)境的同時(shí),搶抓市場(chǎng)機(jī)遇、加強(qiáng)內(nèi)部管理、推進(jìn)管理創(chuàng)新成為建筑企業(yè)增強(qiáng)競(jìng)爭(zhēng)力、加快發(fā)展速度、搶占市場(chǎng)份額的必由之路。建筑行業(yè)的歷史使命和建筑企業(yè)做大做強(qiáng)的迫切要求,使建筑企業(yè)績(jī)效管理優(yōu)化升級(jí)成為一個(gè)必須切實(shí)加以解決的實(shí)踐和理論課題。本文在對(duì)人力資源管理和績(jī)效管理理論研究的基礎(chǔ)上,分析了中建七局發(fā)展現(xiàn)狀、組織架構(gòu)和人力資源基本情況,回顧了中建七局總部績(jī)效管理的發(fā)展歷程和績(jī)效管理現(xiàn)狀,反思了中建七局總部績(jī)效管理存在問(wèn)題及其原因,通過(guò)問(wèn)卷調(diào)查法、比較研究法、文獻(xiàn)研究法、統(tǒng)計(jì)分析法,明確了績(jī)效管理既是一個(gè)思想體系、方法體系、也是一個(gè)責(zé)任體系和文化體系,提出了優(yōu)化升級(jí)的主要內(nèi)容和保障措施:明確績(jī)效管理優(yōu)化的指導(dǎo)思想、目標(biāo)及原則,設(shè)計(jì)、確定績(jī)效管理的評(píng)價(jià)指標(biāo)、權(quán)責(zé)機(jī)制、工作體系和運(yùn)作流程;運(yùn)用持續(xù)改進(jìn)的思想,建立總部部門(mén)績(jī)效評(píng)審與改進(jìn)機(jī)制;強(qiáng)化業(yè)績(jī)改進(jìn)和輔導(dǎo),完善溝通機(jī)制和渠道;最后,通過(guò)構(gòu)建強(qiáng)有力的組織保障、制度保障、文化保障、領(lǐng)導(dǎo)保障和創(chuàng)新保障,確保優(yōu)化的績(jī)效管理落地實(shí)施。
[Abstract]:During the 13th Five-Year Plan period, the construction industry showed some new characteristics, such as development environment, target task, production mode, organization and management, etc.How to grasp the market opportunity, strengthen the internal management and promote the management innovation while adapting to the external competitive environment has become the only way for the construction enterprises to enhance their competitiveness, speed up their development and seize the market share.The historical mission of the construction industry and the urgent need for the construction enterprises to become bigger and stronger make the optimization and upgrading of the performance management of the construction enterprises a practical and theoretical subject that must be solved.Based on the theoretical research of human resource management and performance management, this paper analyzes the current situation, organization structure and human resources of the seven bureaus of China Construction, and reviews the development course and the present situation of performance management in the headquarters of the seventh bureau of China Construction Corporation.This paper reflects on the problems existing in the performance management of the headquarters of the Seventh Bureau of China Construction and its causes, and clarifies that the performance management is not only an ideological system, but also a method system by means of questionnaire survey, comparative research, literature research and statistical analysis.It is also a system of responsibility and culture, and puts forward the main contents and safeguard measures of optimizing and upgrading: clarifying the guiding ideology, objectives and principles of optimizing performance management, designing, determining the evaluation index of performance management, the mechanism of power and responsibility,Work system and operation process; use the idea of continuous improvement, establish the headquarters department performance evaluation and improvement mechanism; strengthen performance improvement and guidance, improve communication mechanisms and channels; finally, through the construction of strong organizational security, system protection,Cultural guarantee, leadership guarantee and innovation guarantee to ensure the implementation of optimized performance management.
【學(xué)位授予單位】：蘭州理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F272.92;F426.92

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