本文選題：績(jī)效管理　切入點(diǎn)：關(guān)鍵績(jī)效指標(biāo)　出處：《廈門(mén)大學(xué)》2014年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：2014年3月,政府工作報(bào)告提出開(kāi)工一批水電項(xiàng)目的施政方針,明確在今后一個(gè)階段,我國(guó)將大力支持和鼓勵(lì)水電行業(yè)發(fā)展,這既是水電企業(yè)的發(fā)展機(jī)遇,也帶來(lái)了沖擊和挑戰(zhàn)。隨著我國(guó)電力體制改革的不斷深化,眾多小型水力發(fā)電企業(yè)將面臨著更殘酷的市場(chǎng)環(huán)境,若要求得生存與發(fā)展,就必須加倍重視公司的人力資源管理。而良好的績(jī)效管理體系是做好公司人力資源管理的必要條件,對(duì)實(shí)現(xiàn)企業(yè)的戰(zhàn)略目標(biāo)具有極為重要的意義。 本文對(duì)國(guó)內(nèi)外績(jī)效管理理論進(jìn)行綜述,對(duì)一些同類(lèi)企業(yè)績(jī)效管理經(jīng)驗(yàn)加以借鑒,闡述了關(guān)鍵績(jī)效指標(biāo)(KPI),平衡計(jì)分卡(BSC)理論等當(dāng)今較為流行的績(jī)效管理方法。本文以DM發(fā)電公司作為研究對(duì)象,系統(tǒng)地介紹該公司的績(jī)效管理現(xiàn)狀,剖析該公司績(jī)效管理存在的問(wèn)題；重點(diǎn)運(yùn)用關(guān)鍵績(jī)效指標(biāo)體系(KPI)和平衡計(jì)分卡法(BSC)等多項(xiàng)績(jī)效考核的技術(shù)和方法,提出DM發(fā)電公司績(jī)效管理體系優(yōu)化設(shè)計(jì)方案,使激勵(lì)資源發(fā)揮最大的效用,最大限度地調(diào)動(dòng)員工的積極性,充分挖掘企業(yè)內(nèi)部的潛力,并提出確保新的績(jī)效管理體系有效實(shí)施的保障措施。 本文對(duì)DM發(fā)電公司績(jī)效管理體系的探索,對(duì)優(yōu)化小型水力發(fā)電企業(yè)績(jī)效管理體系具有一定的理論意義與實(shí)踐指導(dǎo)作用。
[Abstract]:In March 2014, the government work report put forward the policy policy of starting a number of hydropower projects. It is clear that in the next stage, China will vigorously support and encourage the development of the hydropower industry, which is an opportunity for hydropower enterprises to develop. With the deepening of China's electric power system reform, many small hydropower enterprises will be faced with a more brutal market environment, if the demand for survival and development, It is necessary to pay more attention to the human resource management of the company, and a good performance management system is the necessary condition to do well the human resource management of the company, and it is of great significance to realize the strategic goal of the enterprise. This paper summarizes the theory of performance management at home and abroad, and draws lessons from the performance management experience of some similar enterprises. In this paper, the key performance index (KPI) and the balanced Scorecard (BSCC) theory are described. The current performance management situation of DM power generation company is systematically introduced in this paper, taking DM power generation company as the research object. This paper analyzes the problems existing in the performance management of the company, and puts forward the optimal design scheme of the performance management system of the DM power generation company by using the key performance index system (KPI) and the balanced scorecard method (BSCS) and other techniques and methods. To maximize the utility of incentive resources, mobilize the enthusiasm of employees to the maximum, fully tap the potential of the enterprise, and put forward the guarantee measures to ensure the effective implementation of the new performance management system. This paper explores the performance management system of DM power generation company and has a certain theoretical significance and practical guidance to optimize the performance management system of small hydropower enterprises.
【學(xué)位授予單位】：廈門(mén)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F426.61;F426.91;F272.92

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