本文選題：績效管理 + 關鍵績效指標��； 參考：《清華大學》2013年碩士論文

【摘要】：近年來，隨著我國社會主義市場經(jīng)濟體制的不斷深化和完善，以及經(jīng)濟全球化的加速推進，我國企業(yè)之間競爭日益激烈。面對日趨嚴峻的競爭環(huán)境，如何持續(xù)提升企業(yè)績效，不斷提高企業(yè)競爭力，，已經(jīng)成為擺在我國企業(yè)面前的一個重要課題。 績效管理作為企業(yè)人力資源管理的核心內容，目前已經(jīng)成為了我國企業(yè)優(yōu)化和利用人力資源，充分調動企業(yè)員工積極性，培育企業(yè)核心競爭力的一個重要手段和方法。因此，對企業(yè)績效管理進行研究，對于提高企業(yè)績效的水平，促進企業(yè)戰(zhàn)略目標的實現(xiàn)，具有十分重要的意義。 本文把我國首座百萬噸乙烯生產基地——茂名乙烯作為研究對象，根據(jù)績效管理相關理論，結合我國績效管理發(fā)展情況，全面分析企業(yè)的績效管理現(xiàn)狀，并找出企業(yè)績效管理方面存在的主要矛盾和問題。針對這些矛盾和問題，堅持從企業(yè)的戰(zhàn)略目標出發(fā)，運用績效管理理論和方法，提出了構建基于關鍵績效指標的績效管理體系的思路。在體系構建過程中，重點從企業(yè)、部門和崗位等各個層級關鍵績效指標的確定、關鍵績效指標權重和與績效標準的設定等方面，對企業(yè)現(xiàn)有績效管理體系進行重新優(yōu)化和完善，從而形成了一套更加有效、更加切合企業(yè)實際的績效管理體系。在此基礎上，對基于關鍵績效指標的績效管理體系的實施方法作了論述，著重就企業(yè)績效管理體系在績效計劃、績效實施與考核、績效反饋與結果應用，以及績效實施保障措施等方面提出了具體意見和建議。 本文研究重點在于基于關鍵績效指標的績效管理體系的流程性、可操作性、系統(tǒng)性和適用性，通過體系的完善來提高其實施效果，從而進一步調動各級人員的積極性和主動性，并達到持續(xù)提升企業(yè)和員工個人績效的目的。本文研究成果將對提高茂名乙烯績效管理體系的實施效果，促進其打造世界一流化工企業(yè)戰(zhàn)略目標的早日實現(xiàn)將起到積極的推動作用。
[Abstract]:In recent years, with the deepening and perfection of our socialist market economy system and the acceleration of economic globalization, the competition among enterprises in our country is becoming increasingly fierce. In the face of increasingly severe competitive environment, how to continuously improve the performance and competitiveness of enterprises has become an important issue in front of our enterprises. As the core content of enterprise human resource management, performance management has become an important means and method for enterprises to optimize and utilize human resources, fully mobilize the enthusiasm of employees and cultivate the core competitiveness of enterprises. Therefore, the research on enterprise performance management is of great significance to improve the level of enterprise performance and promote the realization of enterprise strategic objectives. In this paper, Maoming ethylene, the first production base of 1 million tons of ethylene in China, is taken as the research object. According to the theory of performance management and the development of performance management in our country, the present situation of enterprise performance management is comprehensively analyzed. And find out the main contradictions and problems in enterprise performance management. Aiming at these contradictions and problems, this paper puts forward the idea of constructing the performance management system based on the key performance indicators by using the theory and method of performance management, starting from the strategic objectives of the enterprise. In the process of system construction, the key performance indicators of enterprises, departments and positions are determined, the weight of key performance indicators and the setting of performance standards are set to optimize and perfect the existing performance management system. Thus formed a set of more effective, more consistent with the actual performance management system. On this basis, the implementation method of performance management system based on key performance indicators is discussed, and the application of performance management system in performance planning, performance implementation and evaluation, performance feedback and result application is emphasized. As well as the implementation of performance protection measures and other aspects of specific suggestions and suggestions. This paper focuses on the process, maneuverability, systematization and applicability of the performance management system based on the key performance indicators, and improves its implementation effect through the improvement of the system, thus further arousing the enthusiasm and initiative of people at all levels. And achieve the purpose of continuously improving the personal performance of enterprises and employees. The research results in this paper will play a positive role in improving the implementation effect of Maoming Ethylene performance Management system and promoting the realization of the strategic goal of the world first-class chemical enterprises as soon as possible.
【學位授予單位】：清華大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F426.72;F272.92

【參考文獻】

相關期刊論文 前10條

1 周林洋;;績效考核與績效管理[J];金山企業(yè)管理;2005年02期

2 古銀華;王會齊;張亞茜;;關鍵績效指標(KPI)方法文獻綜述及有關問題的探討[J];內江科技;2008年02期

3 王俊;張宏偉;;塔石化分公司目標管理與績效考核實踐[J];今日科苑;2011年14期

4 吳昊;;多種績效管理方法的有機整合——以聯(lián)想集團為例[J];企業(yè)研究;2007年08期

5 張雙;;績效管理理論溯源[J];商場現(xiàn)代化;2007年01期

6 王新安;;中國國有企業(yè)績效管理中存在的問題及其對策選擇[J];商場現(xiàn)代化;2008年36期

7 王振滿;牟江花;姜立天;;以戰(zhàn)略目標為導向構建石化企業(yè)績效管理模型[J];現(xiàn)代商業(yè);2011年08期

8 徐紅琳;績效管理的理論研究[J];西南民族大學學報(人文社科版);2005年02期

9 張寶福;;國有企業(yè)績效考核問題及對策[J];中國科技信息;2008年11期

10 劉云軒;;國有企業(yè)績效管理存在的問題及對策[J];勝利油田職工大學學報;2009年02期

本文編號：1961178