本文選題：社區(qū) + 績(jī)效考核��； 參考：《中國(guó)石油大學(xué)（華東）》2013年碩士論文

【摘要】：勝利油田業(yè)務(wù)主要分為勘探開發(fā)、石油工程和社區(qū)服務(wù)三個(gè)板塊。近年來(lái)，隨著中石化集團(tuán)公司和勝利油田專業(yè)化改革的深入，社區(qū)服務(wù)板塊作為油田勘探開發(fā)大本營(yíng)的職能定位日益清晰，對(duì)進(jìn)一步做精做優(yōu)社區(qū)服務(wù)，實(shí)現(xiàn)社區(qū)可持續(xù)發(fā)展提出了更高要求。為適應(yīng)中石化集團(tuán)公司和勝利油田改革發(fā)展的新形勢(shì)，隸屬于勝利油田社區(qū)服務(wù)板塊的仙河社區(qū)需要進(jìn)一步優(yōu)化內(nèi)部管理，提高管理水平，而績(jī)效考核是實(shí)現(xiàn)這一目標(biāo)的重要手段。本文作者從績(jī)效考核角度入手，把仙河社區(qū)績(jī)效考核體系的優(yōu)化設(shè)計(jì)作為研究方向，為仙河社區(qū)的績(jī)效考核工作出謀劃策，也對(duì)油田社區(qū)服務(wù)板塊績(jī)效考核工作提供一些借鑒與思考。 本文在對(duì)國(guó)內(nèi)外績(jī)效考核相關(guān)文獻(xiàn)進(jìn)行研究的基礎(chǔ)上，首先對(duì)勝利油田仙河社區(qū)的單位情況和業(yè)務(wù)職能進(jìn)行了簡(jiǎn)要介紹，對(duì)仙河社區(qū)因?yàn)榫哂衅髽I(yè)屬性和政府屬性而形成的獨(dú)特管理特點(diǎn)和績(jī)效考核特點(diǎn)進(jìn)行了深入分析。然后根據(jù)績(jī)效考核的相關(guān)理論知識(shí)，對(duì)仙河社區(qū)績(jī)效考核現(xiàn)狀和存在問(wèn)題進(jìn)行了研究，總結(jié)了問(wèn)題產(chǎn)生的原因，明確了以結(jié)果考核和過(guò)程考核并重、定量和定性相結(jié)合的績(jī)效考核工作思路。在績(jī)效考核基本思路引領(lǐng)下，密切結(jié)合仙河社區(qū)工作實(shí)際，提出了建立健全以管理業(yè)務(wù)考核、服務(wù)質(zhì)量考核、經(jīng)營(yíng)目標(biāo)考核和服務(wù)對(duì)象評(píng)價(jià)考核為主要內(nèi)容的新型績(jī)效考核體系，，并制定了具體措施。管理業(yè)務(wù)考核和服務(wù)質(zhì)量考核采用行為錨定評(píng)價(jià)法，通過(guò)選取考核指標(biāo)將工作行為定性化或定量化，賦予相應(yīng)權(quán)重和分值給各項(xiàng)評(píng)估項(xiàng)目打分；經(jīng)營(yíng)目標(biāo)考核分為兩個(gè)部分，對(duì)基層單位考核采用關(guān)鍵績(jī)效指標(biāo)考核法，把對(duì)社區(qū)各單位的績(jī)效評(píng)估簡(jiǎn)化為對(duì)幾個(gè)關(guān)鍵指標(biāo)的考核；對(duì)機(jī)關(guān)部門考核引入360考核法，通過(guò)下級(jí)單位、同級(jí)部門和上級(jí)領(lǐng)導(dǎo)對(duì)機(jī)關(guān)部門的工作情況進(jìn)行測(cè)評(píng)打分，最大程度反映機(jī)關(guān)各科室工作績(jī)效；服務(wù)對(duì)象評(píng)價(jià)考核主要通過(guò)改進(jìn)居民滿意率問(wèn)卷調(diào)查和完善居民投訴渠道等方式進(jìn)行，搭建與服務(wù)對(duì)象進(jìn)行互動(dòng)交流的重要平臺(tái)。
[Abstract]:Shengli Oilfield business is mainly divided into exploration and development, petroleum engineering and community services. In recent years, with the deepening of the professional reform of Sinopec Corporation and Shengli Oilfield, the function of community service as the base camp for oil field exploration and development has become increasingly clear. The realization community sustainable development proposed the higher request. In order to adapt to the new situation of the reform and development of Sinopec Corporation and Shengli Oilfield, the Xianhe community, which belongs to the community service plate of Shengli Oilfield, needs to further optimize its internal management and improve its management level. Performance appraisal is an important means to achieve this goal. From the point of view of performance appraisal, the author takes the optimization design of the performance appraisal system of Xianhe community as the research direction, and makes suggestions for the performance appraisal work of the Xianhe community. Also to the oilfield community service plate performance evaluation work to provide some reference and thinking. Based on the research of domestic and foreign literature on performance appraisal, this paper firstly briefly introduces the unit situation and business function of Xianhe community in Shengli Oilfield. This paper analyzes the unique management and performance appraisal characteristics of Xianhe community because of its enterprise and government attributes. Then according to the relevant theoretical knowledge of performance appraisal, the paper studies the current situation and existing problems of the performance appraisal in Xianhe community, summarizes the causes of the problems, and makes clear that both the result assessment and the process assessment pay equal attention to the performance appraisal. Combination of quantitative and qualitative performance appraisal work ideas. Guided by the basic idea of performance appraisal and closely combining the practice of Xianhe community work, this paper puts forward the establishment and improvement of management business assessment and service quality assessment. This paper introduces a new performance appraisal system, which is mainly composed of management objective assessment and service object evaluation, and formulates concrete measures. The management business assessment and the service quality assessment adopt the behavior anchor evaluation method. By selecting the assessment index, the work behavior is qualitatively or qualitatively evaluated, and the corresponding weights and scores are assigned to the various evaluation items, and the business objective assessment is divided into two parts, and the evaluation of the management objectives is divided into two parts. The key performance index method is adopted in the assessment of grass-roots units, and the performance evaluation of various units in the community is simplified as the assessment of several key indicators; the 360 assessment method is introduced to the assessment of organs and departments and passed through the subordinate units. The department at the same level and the leaders at the higher level evaluate and evaluate the work situation of the department, to the greatest extent reflect the work performance of the departments and departments of the organ; The evaluation and assessment of service objects are mainly carried out by improving the satisfaction rate of residents and improving the channels of residents' complaints, so as to set up an important platform for interactive communication with service objects.
【學(xué)位授予單位】：中國(guó)石油大學(xué)（華東）
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F426.22

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