本文選題：企業(yè)戰(zhàn)略　切入點：績效　出處：《西北大學》2013年碩士論文

【摘要】：現(xiàn)在企業(yè)之間的競爭從本質而言就是人才的競爭,績效對于企業(yè)的發(fā)展顯得越來越重要,許多企業(yè)都在探討用有效的績效管理手段提高組織績效和個人績效,保證企業(yè)戰(zhàn)略目標的實現(xiàn)。XB院作為一家國內(nèi)電力行業(yè)知名專業(yè)設計企業(yè),要保持長期持續(xù)健康發(fā)展,必須建立與企業(yè)戰(zhàn)略目標相適應的績效考核體系。目前該企業(yè)的績效考核體系分為設計人員績效考核體系和管理人員績效考核體系。設計人員績效考核基于電力行業(yè)標準,多年來按照完成的定額和產(chǎn)值對設計人員進行考核,量化指標和考核標準明確,效果顯著,促進了企業(yè)的發(fā)展。而管理人員尤其中層管理人員的績效考核一直流于形式,中層管理人員在企業(yè)中是一個承上啟下的重要群體,其工作業(yè)績、積極性、創(chuàng)造性和執(zhí)行力的好壞直接影響著企業(yè)戰(zhàn)略目標的實現(xiàn)。建立一套科學的中層管理人員績效考核體系,提高中層管理人員的績效水平,對于企業(yè)的發(fā)展具有重要的意義。 本文以XB院中層管理人員為研究對象,對于績效和績效管理理論進行了概述,描述了XB院中層管理人員的基本情況,分析了企業(yè)中層管理人員的考核體系現(xiàn)狀,針對績效考核與企業(yè)戰(zhàn)略目標聯(lián)系不緊密、考核內(nèi)容雷同、考核指標的設計缺乏科學性、考核主體單一、考核結果運用比較單一和考核機制不健全不完善等問題,結合企業(yè)實際,緊密圍繞企業(yè)戰(zhàn)略,進行了中層管理人員績效考核體系的設計：包括了體系設計原則與思路、體系設計的準備工作、指標體系的建立、指標權重與周期的確定等。為確保績效考核能夠良好運行,本文對于績效考核體系實施的保障措施也進行了論證。 本論文的創(chuàng)新之處在于結合企業(yè)實際,緊密圍繞企業(yè)戰(zhàn)略,深入探討企業(yè)中層管理人員績效考核的實質,從崗位分析入手,分職能、分通道對中層管理崗位進行了細分,運用定性和定量相結合的方法進行考核指標的設計,使企業(yè)戰(zhàn)略目標、組織重要考核指標應用到中層管理人員的績效考核過程中,使考核落到實處。本文對中層管理者績效考核具有實際的指導作用,對XB院強化管理、提高企業(yè)競爭力和促進企業(yè)的發(fā)展有著積極的意義。
[Abstract]:At present, competition among enterprises is essentially the competition of talents. Performance is becoming more and more important for the development of enterprises. Many enterprises are exploring how to improve organizational performance and personal performance by effective performance management.To ensure the realization of the strategic objectives of enterprises, as a well-known professional design enterprise in domestic electric power industry, in order to maintain long-term sustainable and healthy development, it is necessary to establish a performance appraisal system in accordance with the strategic objectives of enterprises.At present, the performance appraisal system of the enterprise is divided into designer performance appraisal system and management performance appraisal system.The performance evaluation of designers is based on the standard of electric power industry. Over the years, the designers have been assessed according to the finished quota and output value. The quantification index and the assessment standard are clear, the effect is remarkable, and the development of the enterprise is promoted.However, the performance appraisal of managers, especially middle managers, has always been a formality. Middle managers are an important group connecting the past and the following in the enterprise, and their work performance, enthusiasm,Creativity and execution directly affect the realization of enterprise strategic objectives.It is of great significance for the development of enterprises to establish a scientific performance appraisal system for middle managers and to improve the performance level of middle managers.This paper takes the middle managers of XB hospital as the research object, summarizes the theory of performance and performance management, describes the basic situation of middle managers in XB hospital, and analyzes the present situation of the evaluation system of middle managers in enterprises.Aiming at the problems that the performance appraisal is not closely related to the strategic goal of the enterprise, the content of the assessment is similar, the design of the assessment index is not scientific, the main body of the assessment is single, the result of the assessment is single, and the appraisal mechanism is not perfect, etc.Combined with the actual situation of the enterprise, the design of the performance appraisal system for the middle managers is carried out closely around the enterprise strategy: including the design principles and ideas of the system, the preparation for the system design, the establishment of the index system,The determination of index weight and period, etc.In order to ensure that the performance appraisal system can run well, this paper also demonstrates the implementation of the performance appraisal system.The innovation of this paper is to combine the actual situation of the enterprise, close around the enterprise strategy, deeply discuss the essence of the performance appraisal of the middle management personnel of the enterprise, start from the post analysis, divide the function, divide the channel to carry on the subdivision to the middle management post,The qualitative and quantitative methods are used to design the evaluation index, so that the strategic objective of the enterprise and the important evaluation index of the organization can be applied to the process of the performance appraisal of the middle managers, so that the appraisal can be carried out in practice.This paper has a practical guiding role to the performance appraisal of middle managers, and has a positive significance to strengthen the management, improve the competitiveness of enterprises and promote the development of enterprises.
【學位授予單位】：西北大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.92;F426.61

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本文編號：1704000