本文選題：績效管理 + 平衡計(jì)分卡　； 參考：《河北經(jīng)貿(mào)大學(xué)》2014年碩士論文

【摘要】：隨著我國電力體制改革的不斷深入以及市場(chǎng)化經(jīng)濟(jì)的快速發(fā)展，電力行業(yè)的壟斷性受到了前所未有的挑戰(zhàn)。國家電網(wǎng)公司在“十二五”期間提出了“三集五大”的發(fā)展戰(zhàn)略，對(duì)各級(jí)供電公司的績效管理工作提出了新的要求。很多縣級(jí)供電公司沒有構(gòu)建完整的績效管理體系，當(dāng)前的績效管理工作主要是以績效考評(píng)為主。縣級(jí)供電公司當(dāng)前的績效管理體制已經(jīng)難以滿足發(fā)展的要求，績效管理體制改革迫在眉睫。 平衡計(jì)分卡作為一種有效的績效管理工具，能將企業(yè)的績效管理工作與企業(yè)的戰(zhàn)略目標(biāo)結(jié)合起來，并且能克服傳統(tǒng)績效管理僅利用財(cái)務(wù)手段進(jìn)行考核的弊端，不失為縣級(jí)供電公司構(gòu)建績效管理指標(biāo)體系的首選工具。本文將運(yùn)用平衡計(jì)分卡這一工具，，確保公司戰(zhàn)略目標(biāo)的有效落實(shí)，并構(gòu)建科學(xué)有效的績效管理指標(biāo)體系，以達(dá)到提升企業(yè)競爭力、促進(jìn)企業(yè)發(fā)展的目的。 本文首先進(jìn)行了理論方面的研究，介紹了績效管理和平衡計(jì)分卡的相關(guān)概念、績效管理的流程、平衡計(jì)分卡的主要內(nèi)容以及戰(zhàn)略理論的相關(guān)內(nèi)容。然后從理論層面介紹了縣級(jí)供電公司績效管理指標(biāo)體系構(gòu)建思路，首先介紹了構(gòu)建原理、構(gòu)建方式和構(gòu)建原則，然后分別介紹了公司級(jí)、部門級(jí)、員工個(gè)人績效管理指標(biāo)構(gòu)建的方式。本文以H供電公司為例，介紹了構(gòu)建縣級(jí)供電公司基于平衡計(jì)分卡的績效管理指標(biāo)體系的實(shí)際操作過程。首先介紹了H供電公司的基本情況、組織結(jié)構(gòu)、績效管理現(xiàn)狀、當(dāng)前績效管理工作中存在的問題。在構(gòu)建H供電公司績效管理指標(biāo)體系過程中，首先運(yùn)用了SWOT戰(zhàn)略分析方法確定H供電公司的戰(zhàn)略目標(biāo)，繪制H供電公司的戰(zhàn)略地圖，構(gòu)建公司級(jí)績效指標(biāo)。在此基礎(chǔ)之上，將公司級(jí)績效指標(biāo)進(jìn)行分解，繪制電力調(diào)度控制中心的戰(zhàn)略地圖并構(gòu)建績效指標(biāo)。最后，將部門級(jí)績效指標(biāo)進(jìn)行分解，構(gòu)建調(diào)控運(yùn)行班員工個(gè)人績效指標(biāo)。在績效指標(biāo)構(gòu)建完成之后，將基于平衡計(jì)分卡的績效管理指標(biāo)體系在H供電公司進(jìn)行實(shí)施，得到了良好的反饋，并對(duì)當(dāng)前的績效管理進(jìn)行了改進(jìn)，為平衡計(jì)分卡在縣級(jí)供電公司績效管理工作中的推廣提供借鑒作用。
[Abstract]:With the deepening of electric power system reform and the rapid development of market-oriented economy, the monopoly of electric power industry has been confronted with unprecedented challenges. During the 12th Five-Year Plan period, State Grid Company put forward the development strategy of "three sets and five big", and put forward new requirements for the performance management of power supply companies at all levels. Many county-level power supply companies have not constructed a complete performance management system, the current performance management work is mainly based on performance appraisal. The current performance management system of county-level power supply companies has been difficult to meet the requirements of development, performance management system reform is imminent. As an effective performance management tool, balanced Scorecard can combine the performance management of enterprises with the strategic objectives of enterprises, and overcome the drawbacks of traditional performance management only using financial means to evaluate. It is the first choice tool for county-level power supply company to construct performance management index system. This article will use the balanced scorecard to ensure the effective implementation of the company's strategic objectives, and to build a scientific and effective performance management index system, in order to enhance the competitiveness of enterprises and promote the development of enterprises. In this paper, the related concepts of performance management and balanced scorecard, the process of performance management, the main contents of balanced scorecard and the relevant contents of strategic theory are introduced. Then from the theoretical level introduced the county power supply company performance management index system construction idea, first introduced the construction principle, the construction method and the construction principle, then separately introduced the company level, the department level, The way of construction of employee's personal performance management index. Taking H power supply company as an example, this paper introduces the practical operation process of constructing the performance management index system of county power supply company based on balanced scorecard. Firstly, the paper introduces the basic situation, organization structure, current situation of performance management and the problems existing in the current performance management of H power supply company. In the process of constructing H power supply company's performance management index system, firstly, we use SWOT strategy analysis method to determine H power supply company's strategic goal, draw strategic map of H power supply company, and construct company level performance index. On this basis, the company level performance index is decomposed, the strategic map of power dispatching control center is drawn and the performance index is constructed. Finally, the department-level performance indicators are decomposed to construct individual performance indicators. After the construction of the performance indicators is completed, the performance management index system based on the balanced Scorecard is implemented in H Power supply Company, and good feedback is obtained, and the current performance management is improved. It provides a reference for the promotion of balanced scorecard in the performance management of county-level power supply companies.
【學(xué)位授予單位】：河北經(jīng)貿(mào)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

【引證文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前3條

1 王熹;基于平衡計(jì)分卡的烏當(dāng)供電局績效管理研究[D];貴州大學(xué);2015年

2 羅盛勇;寶蓮華公司基于平衡計(jì)分卡的績效管理研究[D];貴州大學(xué);2015年

3 羅露茜;重慶HC公司績效管理體系研究[D];電子科技大學(xué);2014年

本文編號(hào)：1867645