本文選題：績(jī)效管理 + 關(guān)鍵績(jī)效指標(biāo)��； 參考：《華北電力大學(xué)》2013年碩士論文

【摘要】：績(jī)效管理作為提升企業(yè)戰(zhàn)略目標(biāo)實(shí)現(xiàn)的重要手段，己逐漸被運(yùn)用到企業(yè)的管理實(shí)踐中。隨著電力市場(chǎng)的不斷改革，電力檢修公司面臨多變的市場(chǎng)環(huán)境和激烈競(jìng)爭(zhēng)，，只有提高管理水平及績(jī)效，才能適應(yīng)未來(lái)環(huán)境，促進(jìn)企業(yè)發(fā)展。目前績(jī)效管理體系的建立效果并不理想，不是建立的指標(biāo)體系范圍廣、比較籠統(tǒng)，就是只建立了個(gè)人績(jī)效考核指標(biāo)；本文查閱大量文獻(xiàn)發(fā)現(xiàn)績(jī)效管理體系的研究大都基于一種單一的方法，如平衡計(jì)分卡、KPI法等等�；谝陨涎芯楷F(xiàn)狀，本文以JB電力檢修公司為研究對(duì)象，建立一個(gè)多種方法結(jié)合的、從公司戰(zhàn)略目標(biāo)層層細(xì)分到崗位的三級(jí)關(guān)鍵績(jī)效指標(biāo)體系，為促進(jìn)績(jī)效提升和有效落實(shí)公司戰(zhàn)略提供理論依據(jù)。 本文運(yùn)用平衡計(jì)分卡對(duì)總公司的戰(zhàn)略目標(biāo)進(jìn)行目標(biāo)細(xì)分，使總體戰(zhàn)略目標(biāo)可以切實(shí)引導(dǎo)公司級(jí)、部門級(jí)、崗位級(jí)的各層人員；為解決平衡計(jì)分卡中公司級(jí)關(guān)鍵績(jī)效指標(biāo)比較空泛的問(wèn)題，引入責(zé)任矩陣對(duì)公司級(jí)關(guān)鍵績(jī)效指標(biāo)進(jìn)行分解，提出部門級(jí)的關(guān)鍵績(jī)效指標(biāo)，將每一個(gè)條目都進(jìn)行量化的衡量；為解決責(zé)任矩陣中崗位級(jí)關(guān)鍵績(jī)效指標(biāo)分解比較粗放的問(wèn)題，再引入流程梳理法，和責(zé)任矩陣共同對(duì)部門級(jí)的關(guān)鍵績(jī)效指標(biāo)進(jìn)行分解及梳理以得到崗位級(jí)的關(guān)鍵績(jī)效指標(biāo)體系。 本文基于這三種方法共同建立的JB電力檢修公司的公司級(jí)——部門級(jí)——崗位級(jí)的三級(jí)關(guān)鍵績(jī)效指標(biāo)從總體戰(zhàn)略上形成了從上至下的串聯(lián)，最終達(dá)到JB電力檢修公司戰(zhàn)略的有效落實(shí)，提升公司整體績(jī)效。
[Abstract]:Performance management, as an important means to promote the realization of strategic objectives, has been gradually applied to the management practice of enterprises. With the continuous reform of the electric power market, the electric power overhaul companies are faced with the changeable market environment and fierce competition. Only by improving the management level and performance can they adapt to the future environment and promote the development of the enterprises. At present, the establishment of performance management system is not ideal, either the establishment of a wide range of indicators, more general, or only established the individual performance evaluation indicators; In this paper, a large number of literature found that the performance management system is based on a single method, such as balanced scorecard KPI method and so on. Based on the above research status, this paper takes JB Electric Power maintenance Company as the research object, and establishes a three-level key performance index system, which combines various methods and subdivides the company's strategic objectives to posts. To promote performance improvement and effective implementation of the company strategy to provide theoretical basis. This paper uses the balanced Scorecard to subdivide the strategic objectives of the head office, so that the overall strategic objectives can guide the personnel at the company level, the department level and the post level. In order to solve the problem that the key performance index of the company level in the balanced scorecard is relatively vague, the responsibility matrix is introduced to decompose the key performance index of the company level, and the key performance index of the department level is put forward, and each item is measured quantitatively. In order to solve the extensive decomposition problem of post level key performance indicators in the responsibility matrix, the process combing method is introduced, and the responsibility matrix is used to decompose and comb the key performance indicators at the department level to obtain the post level key performance index system. Based on the above three methods, the three levels of key performance indicators of JB Electric Power Inspection and repair Company (JB) are in series from top to bottom in terms of overall strategy, which is based on the three key performance indicators of company level, department level and post level of JB Electric Power maintenance Company. Finally achieve the effective implementation of JB electricity maintenance company strategy, improve the overall performance of the company.
【學(xué)位授予單位】：華北電力大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F426.61

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