本文選題：管理創(chuàng)新 + 績(jī)效管理體系　； 參考：《華北電力大學(xué)》2013年碩士論文

【摘要】：隨著電力市場(chǎng)化改革的深入,能源產(chǎn)業(yè)面臨著新的發(fā)展機(jī)遇和挑戰(zhàn),新能源和可再生能源快速發(fā)展,傳統(tǒng)發(fā)電企業(yè)尤其是老小火電企業(yè)生存壓力日益顯現(xiàn)。面對(duì)逐步放開(kāi)的發(fā)電準(zhǔn)入機(jī)制、依然嚴(yán)格管控的電價(jià)機(jī)制以及煤炭?jī)r(jià)格的持續(xù)上漲,發(fā)電企業(yè)若要求得生存與發(fā)展,就必須進(jìn)行管理創(chuàng)新,在激烈的市場(chǎng)競(jìng)爭(zhēng)中實(shí)現(xiàn)管理效益雙提升。 企業(yè)即人,無(wú)人則止。人力資源是企業(yè)的第一資源,是企業(yè)核心競(jìng)爭(zhēng)力的關(guān)鍵所在。建立起適應(yīng)企業(yè)需求的人力資源管理體系是管理者的不懈追求,處于人力資源管理體系核心地位的績(jī)效管理,無(wú)疑又是重中之重,因此績(jī)效管理體系對(duì)于發(fā)電企業(yè)實(shí)現(xiàn)發(fā)展戰(zhàn)略目標(biāo)的重要性不言而喻。 本文根據(jù)績(jī)效管理理論,分析福建華電邵武發(fā)電有限公司在績(jī)效管理方面存在的主要問(wèn)題,應(yīng)用平衡計(jì)分卡和KPI指標(biāo)將公司的戰(zhàn)略目標(biāo)進(jìn)行層層分解,形成部門(mén)層級(jí)和中層、員工不同層面的績(jī)效考核指標(biāo),設(shè)計(jì)了一套比較完整的福建華電邵武發(fā)電有限公司可以實(shí)施的績(jī)效管理體系。論文最后對(duì)績(jī)效管理體系作了總結(jié)與展望,提出了績(jī)效管理體系設(shè)計(jì)中可能存在的問(wèn)題,并進(jìn)行了原因分析。
[Abstract]:With the deepening of the reform of electricity market, the energy industry is facing new opportunities and challenges, new energy and renewable energy rapid development, traditional power generation enterprises, especially the old and small thermal power enterprises survival pressure is increasingly apparent. In the face of the gradual liberalization of the power generation access mechanism, the still strictly controlled electricity price mechanism and the continuous rise in coal prices, power generation enterprises must carry out management innovation if they want to survive and develop. In the fierce market competition to achieve double management efficiency. An enterprise is a person, but no one will stop. Human resource is the first resource of the enterprise and the key to the core competence of the enterprise. It is the unremitting pursuit of managers to set up a human resource management system to meet the needs of enterprises. The performance management, which is at the core of the human resources management system, is undoubtedly the most important. Therefore, the importance of performance management system for power generation enterprises to achieve development strategy goals is self-evident. According to the theory of performance management, this paper analyzes the main problems in performance management of Fujian Huadian Shaowu Power Generation Co., Ltd., and applies the balanced Scorecard and KPI index to decompose the company's strategic objectives layer by layer to form the department level and middle level. This paper designs a set of performance management system which can be implemented by Fujian Huadian Shaowu Power Generation Co., Ltd. Finally, the paper summarizes and prospects the performance management system, puts forward the possible problems in the design of the performance management system, and analyzes the reasons.
【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(lèi)號(hào)】：F272.92;F426.61

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本文編號(hào)：1891402