發(fā)布時間：2017-03-22 01:42

  本文關(guān)鍵詞：S縣級供電局的績效提升策略研究，由筆耕文化傳播整理發(fā)布。

【摘要】：隨著市場競爭的日益加劇和電力體制改革的不斷深化,電力企業(yè)必須順勢而為,依托現(xiàn)代人力資源管理理論和模型,建立科學(xué)、有效的績效管理體系,以提高企業(yè)經(jīng)營管理水平,推動企業(yè)戰(zhàn)略目標(biāo)的實現(xiàn)�？h級供電企業(yè)作為電改的砥柱中流,又因其存在老齡化嚴(yán)重、學(xué)歷偏低、行政機(jī)構(gòu)冗員、管理水平低下等問題,探尋一套符合縣級供電企業(yè)實際且足以穩(wěn)步提升企業(yè)績效的水平的績效管理策略更是顯得尤為重要。本文選取縣級供電企業(yè)S,依托績效管理和激勵相關(guān)理論,結(jié)合縱向、橫向數(shù)據(jù)分析,探尋出S供電局現(xiàn)階段績效管理中存在的全員參與不足、缺乏持續(xù)溝通及反饋、KPI選取及計算方法不科學(xué)、考評方法不完善、考評周期設(shè)定不合理、結(jié)果運(yùn)用不到位等問題。針對這些問題,利用KPI關(guān)鍵要素指標(biāo)、平衡計分卡、魚骨圖法等工具逐級梳理、分解企業(yè)戰(zhàn)略目標(biāo),建立了一個符合S供電局發(fā)展戰(zhàn)略和管理實際的,以KPI逐級嵌套為主線的企業(yè)-部門-個人三位一體績效管理體系,形成績效計劃、績效溝通與輔導(dǎo)、績效考核與反饋、績效診斷與提高的PDCA閉環(huán)。通過科學(xué)的績效管理,營造“干多干少不一樣,干好干壞不一樣”的激勵氛圍,規(guī)范員工工作行為,全面提升企業(yè)經(jīng)營管理水平,確保企業(yè)戰(zhàn)略目標(biāo)的實現(xiàn)和績效水平的持續(xù)提升。
【關(guān)鍵詞】：績效管理 KPI 三位一體 企業(yè)戰(zhàn)略 溝通 反饋 結(jié)果應(yīng)用
【學(xué)位授予單位】：廣東外語外貿(mào)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2016
【分類號】：F426.61;F272.92
【目錄】：

• ACKNOWLEDGEMENTS4-5
• ABSTRACT5-6
• 摘要6-7
• LIST OF ABBREVIATIONS7-16
• 1 INTRODUCTION16-23
• 1.1 Research Background16-17
• 1.2 Research Purpose17-18
• 1.3 Research Significance18-20
• 1.4 Methodology20-21
• 1.5 Research Thinking21-23
• 2 LITERATURE REVIEW23-31
• 2.1 General Concept of Performance Management23
• 2.1.1 Definition23
• 2.1.2 Purpose and Meaning23
• 2.2 Main Tools and Approaches of Performance Management at the present stage23-26
• 2.2.1 Key Performance Indicators (KPI)23-24
• 2.2.2 Balanced Scorecard (BSC)24-26
• 2.2.3 360 Degree Performance Feedback26
• 2.3 Basic Process of Performance Management26-27
• 2.4 Principles on Designing Performance Management System27-28
• 2.5 Research Status of Performance Management at Home and Abroad28-31
• 2.5.1 Research Status of Performance Management at abroad28-29
• 2.5.2 Research Status of Performance Management in China29-31
• 3 CASE STUDY31-36
• 3.1 Basic Information of County-level Electric Power Supplier S31-32
• 3.1.1 Staff structure31
• 3.1.2 Staff’s age structure31
• 3.1.3 Educational degree and quality of staff31-32
• 3.2 Implementation background of Performance Management in Electric Power SupplierS32
• 3.3 Goal of Performance Appraisal in Electric Power Supplier S32-33
• 3.4 Current Situation of Performance Management in Electric Power Supplier S33-35
• 3.5 Issues in Performance Management of Electric Power Supplier S35-36
• 4 ISSUE ANALYSIS36-51
• 4.1 Analysis on Issues in Performance Management of Electric Power Supplier S basedon Performance Theory36-37
• 4.1.1 Analysis on contents of Performance Evaluation36
• 4.1.2 Analysis on Approaches in Performance Evaluation36-37
• 4.1.3 Analysis on Dimensions of Performance Evaluation37
• 4.1.4 Analysis on Performance Evaluation Cycle37
• 4.2 Analysis on Issues in Performance Management of Electric Power Supplier S basedon Incentive Theory37-39
• 4.2.1 Analysis on Performance Estimate and Inspiriting Mechanism in Electric PowerSupplier S Based on“Hierarchy of Needs”Theory37-38
• 4.2.2 Analysis on Performance Estimate and Inspiriting Mechanism in Electric PowerSupplier S Based on Expectancy Theory38
• 4.2.3 Comprehensive analysis38-39
• 4.3 Vertical Analysis on Performance Management Optimization in Electric PowerSupplier S (2012-2014)39-46
• 4.3.1 Optimization initiatives in Bureau S’ performance management from 2012 to39-40
• 4.3.2 Achievement of KPI for Enterprise S in 2012-201440-45
• 4.3.3 Problems existing in performance management of Enterprise S45-46
• 4.4 Horizontal Analysis on Comparison between Enterprise S and R (Initiatives onPerformance Mode Optimization and corresponding KPI change analysis)46-51
• 4.4.1 Financial aspect48
• 4.4.2 Customers’ aspect48-49
• 4.4.3 Learning and development49-51
• 5 SOLUTIONS51-89
• 5.1 Main Idea of Performance Management Mode Optimization51
• 5.2 Specific Measures of Performance Management Mode Optimization in Enterprise S51-89
• 5.2.1 Establish a sound Performance Management Leading Group51-52
• 5.2.2 Optimize KPI management mechanism52-79
• 5.2.3 Setting of the Performance Assessment Cycle79-80
• 5.2.4 Formulation and Signing of Performance Contract80-81
• 5.2.5 Detailed Rules and Regulations for the Performance Assessment81-84
• 5.2.6 Analysis on Performance Assessment Result and Feedback84-85
• 5.2.7 Performance Complaint85
• 5.2.8 Application of performance assessment result85-89
• 6 CONCLUSIONS AND PROSPECT89-91
• 6.1 Conclusions89
• 6.2 Limitation and Prospect89-91
• REFERENCE91-93
• APPENDIX93-119

  本文關(guān)鍵詞：S縣級供電局的績效提升策略研究，，由筆耕文化傳播整理發(fā)布。

本文編號：260639