本文選題：國有企業(yè) + 中層管理者績效管理體系　； 參考：《長春大學》2017年碩士論文

【摘要】：我國國有企業(yè)長期保持著特有的政府屬性,在維持國民經濟穩(wěn)定和國有資產保值增值方面發(fā)揮著巨大的作用。近年來,隨著我國國企改革的不斷深入,如何提高企業(yè)效能,激發(fā)企業(yè)活力成為亟待解決的問題。本文通過對國有企業(yè)中層管理者績效管理體系進行研究,希望能夠幫助國有企業(yè)正確測評中層管理者績效,合理選人用人,最終實現企業(yè)和人才的共同發(fā)展。首先,本文通過綜合運用多種分析方法對國有企業(yè)中層管理者績效管理現狀進行了具體分析,主要總結為以政府為績效考核的主要推行者、以較為固定的內容和方法實施績效考核、以得到結果為績效考核的最終目的;其次,在現狀分析的基礎上,發(fā)現國有企業(yè)中層管理者績效管理體系主要存在績效管理體系建立的前提條件不完備、績效考核內容及方法選用不合理、績效考核結果運用不充分等問題。通過進一步的研究發(fā)現這些問題產生的根源主要是由于照搬式引入現代績效管理體系、非公平性變革績效考核制度以及忽視中層管理者的重要性所造成的;最后,針對存在的問題,本文提出國有企業(yè)應該從完善績效管理體系建立的前提條件、改進績效考核方法、優(yōu)化績效考核主體及周期以及注重績效反饋和績效考核結果的運用幾個方面進行完善和優(yōu)化,其中主要以平衡計分卡為核心考核方法,并在已有的財務、客戶、內部流程、學習成長四個考核維度的基礎上新增社會環(huán)境貢獻維度,使國有企業(yè)對中層管理者的考核也能關注社會,涉及民生。最終建立起一套系統(tǒng)、全面的適合我國國有企業(yè)改革發(fā)展的中層管理者績效管理體系。
[Abstract]:China's state-owned enterprises have long maintained a unique government property, playing a huge role in maintaining national economic stability and maintaining and increasing the value of state-owned assets. In recent years, with the continuous deepening of the reform of state-owned enterprises, how to improve the efficiency of enterprises and stimulate the vitality of enterprises has become an urgent problem. This article through the middle management of state-owned enterprises. In the hope of helping the state-owned enterprises to evaluate the performance of the middle managers correctly and rationally choose and employ people, and finally realize the common development of the enterprises and talents. First, this paper makes a concrete analysis of the performance management status of the middle managers in the state-owned enterprises by using a variety of analytical methods. The main proponents of the government as performance assessment, carry out performance assessment with relatively fixed content and methods, to get the final goal of performance evaluation. Secondly, on the basis of current situation analysis, it is found that the precondition of the performance management system mainly exists in the performance management system of the middle level managers in the state-owned enterprises, and the performance test is not complete. The selection of nuclear content and methods is not reasonable, and the results of performance assessment are not used adequately. Through further research, it is found that the origin of these problems is mainly caused by the introduction of modern performance management system, the performance appraisal system of non fair change and the importance of neglecting the middle managers; finally, it is aimed at the existence of the problems. In this paper, it is proposed that the state-owned enterprises should improve and optimize the performance appraisal method, the performance appraisal subject and the cycle as well as the application of performance feedback and performance evaluation results, which mainly take the Balanced Scorecard as the core assessment method, and in the existing system. On the basis of four assessment dimensions of financial, customer, internal process and learning growth, the contribution dimension of social environment is added, so that the assessment of the middle managers of the state-owned enterprises can also pay attention to the society and the people's livelihood. Finally, a system is set up to fit the middle managers' performance management system which is suitable for the reform and development of the state-owned enterprises in China.

【學位授予單位】：長春大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F276.1

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本文編號：1825534