本文關(guān)鍵詞：F市供電公司績(jī)效考核診斷　出處：《遼寧工程技術(shù)大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

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【摘要】：診斷研究的對(duì)象是F市供電公司績(jī)效考核,通過對(duì)企業(yè)績(jī)效考核的深入剖析,為企業(yè)的績(jī)效考核工作提供參考和借鑒。診斷主要采用了調(diào)查問卷、現(xiàn)場(chǎng)調(diào)查、文獻(xiàn)分析等方法。首先,對(duì)F市供電公司原有績(jī)效考核現(xiàn)狀進(jìn)行分析診斷,發(fā)現(xiàn)目前存在企業(yè)管理層重視不夠、績(jī)效考核運(yùn)行環(huán)境不好、績(jī)效考核與企業(yè)發(fā)展戰(zhàn)略脫節(jié)、績(jī)效組織與管理機(jī)構(gòu)設(shè)置不合理、考核指標(biāo)體系設(shè)計(jì)不合理、績(jī)效溝通不通暢,反饋不及時(shí)和績(jī)效考核結(jié)果應(yīng)用單等問題。在深入了解公司績(jī)效考核模式及現(xiàn)有績(jī)效考核運(yùn)行情況的基礎(chǔ)上,提出診斷意見,即通過培育良好績(jī)效考核運(yùn)行環(huán)境；完善績(jī)效考核組織機(jī)構(gòu),改進(jìn)考核辦法；采用戰(zhàn)略目標(biāo)→部門績(jī)效目標(biāo)→個(gè)人績(jī)效目標(biāo)的分解模式,構(gòu)建科學(xué)的考核指標(biāo)體系；加強(qiáng)績(jī)效溝通與反饋；拓寬考核結(jié)果應(yīng)用和建立有效的績(jī)效管理信息系統(tǒng)六個(gè)方面的改進(jìn),建立與供電公司發(fā)展戰(zhàn)略相匹配的全員績(jī)效考核體系,推動(dòng)F市供電公司的績(jī)效考核工作全面提升。同時(shí),也希望通過本文的論述,能為其它企業(yè)在績(jī)效考核工作提供參考。
[Abstract]:The object of diagnosis research is the performance appraisal of power supply company in F city. Through the in-depth analysis of the performance appraisal of the enterprise, it provides the reference and reference for the performance appraisal work of the enterprise. The diagnosis mainly adopts the questionnaire and the field investigation. Literature analysis and other methods. First of all, analysis and diagnosis of the original performance evaluation status of F City Power supply Company, found that there is insufficient attention to the enterprise management, performance appraisal operating environment is not good. Performance appraisal is out of touch with enterprise development strategy, performance organization and management organization is not reasonable, evaluation index system design is unreasonable, performance communication is not smooth. The feedback is not timely and the performance appraisal results are applied. Based on the in-depth understanding of the performance appraisal model and the current performance appraisal operation, the paper puts forward the diagnostic advice. That is, through the cultivation of a good performance appraisal operating environment; Perfecting the organization of performance appraisal and improving the evaluation method; Adoption of strategic objectives. 鈫扗epartmental performance objectives. 鈫扵he decomposition mode of individual performance goal and the construction of scientific evaluation index system; Strengthen performance communication and feedback; Widen the application of evaluation results and establish an effective performance management information system six aspects of improvement, and establish a power supply company development strategy matching the performance appraisal system. At the same time, it is hoped that through the discussion of this paper, it can provide reference for other enterprises in the work of performance appraisal.
【學(xué)位授予單位】：遼寧工程技術(shù)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.61;F272.92

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本文編號(hào)：1364125