本文關(guān)鍵詞： 績(jī)效管理 KPI 層次分析法　出處：《沈陽(yáng)工業(yè)大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著我國(guó)經(jīng)濟(jì)的不斷發(fā)展和事業(yè)單位改革的持續(xù)推進(jìn),社會(huì)對(duì)事業(yè)單位管理的要求逐漸提高,引入先進(jìn)的相關(guān)管理理念和管理技術(shù)已經(jīng)成為改革的趨勢(shì)和必然選擇。本文旨在結(jié)合HNBX管理局的實(shí)際情況,分析當(dāng)前現(xiàn)存的問(wèn)題,運(yùn)用KPI的理論來(lái)構(gòu)建HNBX管理局的績(jī)效管理體系,將組織目標(biāo)從上至下逐層分解到各個(gè)科室及員工個(gè)人,形成一套適用于HNBX管理局的績(jī)效管理系統(tǒng)。本文首先對(duì)績(jī)效管理理論和KPI理論進(jìn)行概述,介紹了績(jī)效管理的含義與作用,同時(shí)將目前國(guó)內(nèi)常見的四種績(jī)效管理的方法進(jìn)行簡(jiǎn)單介紹,除了KPI理論,還包括平衡計(jì)分卡理論、目標(biāo)管理法、360度考核法。在對(duì)HNBX管理局的績(jī)效管理現(xiàn)狀進(jìn)行分析的過(guò)程中發(fā)現(xiàn)其存在諸多問(wèn)題,包括管理局混淆績(jī)效考核與績(jī)效管理概念的問(wèn)題、績(jī)效考核結(jié)果沒(méi)有起到應(yīng)有的激勵(lì)效果的問(wèn)題、多數(shù)人反映領(lǐng)導(dǎo)與員工之間缺乏溝通等問(wèn)題。為解決上述問(wèn)題,并結(jié)合了管理局的實(shí)際,建立了一套基于KPI的績(jī)效管理體系,該體系涉及服務(wù)發(fā)展、財(cái)務(wù)資源管理運(yùn)用、員工成長(zhǎng)三個(gè)維度。通過(guò)頭腦風(fēng)暴法和魚骨圖分析法來(lái)對(duì)HNBX管理局進(jìn)行關(guān)鍵指標(biāo)選取,并通過(guò)向員工發(fā)放調(diào)查問(wèn)卷的方式結(jié)合層次分析法,對(duì)管理局進(jìn)行組織級(jí)、部門級(jí)、員工級(jí)的指標(biāo)進(jìn)行分別確認(rèn)各自的權(quán)重。在最后,本文將設(shè)定的各項(xiàng)指標(biāo)的權(quán)重與2016年度的工作情況進(jìn)行結(jié)合,分別統(tǒng)計(jì)出科室的排名及員工個(gè)人排名的情況,根據(jù)排名情況確定的績(jī)效工資系數(shù)來(lái)應(yīng)用到績(jī)效工資的分配當(dāng)中。同時(shí),對(duì)HNBX管理局的績(jī)效管理體系的構(gòu)建提出各種保障措施,包括管理局應(yīng)該加強(qiáng)管理者的重視,由上至下來(lái)帶動(dòng)下屬員工并得到他們的支持、應(yīng)該加強(qiáng)對(duì)績(jī)效管理的監(jiān)督工作、不論生活還是工作方面管理者與員工保持良好的溝通、并且認(rèn)真做好績(jī)效考核反饋工作。本文通過(guò)理論與實(shí)踐相結(jié)合,期望能對(duì)HNBX管理局在績(jī)效管理體系構(gòu)建方面提供一定的借鑒價(jià)值。
[Abstract]:With the continuous development of our economy and the continuous promotion of the reform of public institutions, the social requirements for the management of institutions are gradually raised. The introduction of advanced related management concepts and management technology has become the trend and inevitable choice of reform. This paper aims to analyze the existing problems combined with the actual situation of HNBX Administration. Using the theory of KPI to construct the performance management system of HNBX management bureau, the organizational objectives from top to bottom are divided into departments and individual employees. This paper first summarizes the theory of performance management and the theory of KPI, and introduces the meaning and function of performance management. At the same time, four common domestic performance management methods are briefly introduced, in addition to the KPI theory, but also includes the balanced scorecard theory, objective management method. 360-degree appraisal method. In the process of analyzing the current situation of performance management of HNBX, we find that there are many problems, including the confusion between performance appraisal and performance management. Performance appraisal results did not play a due incentive effect, most people reflected the lack of communication between the leadership and employees and other issues. To solve the above problems, and combined with the reality of the Authority. This paper establishes a performance management system based on KPI, which involves the development of service and the management of financial resources. Through brainstorming method and fish bone chart analysis method to select the key indicators of the HNBX Bureau, and through the way of questionnaire to the employees combined with the Analytic hierarchy process. On the organizational level, department level, staff level indicators to confirm their respective weights. Finally, this paper will set the weight of the indicators with the 2016 work situation to be combined. According to the rank of department and the individual rank of employees, the performance wage coefficient is applied to the distribution of performance wage. At the same time. Put forward a variety of safeguard measures to the performance management system of HNBX management, including the management should strengthen the attention of managers, from top to bottom to drive the subordinates and get their support. We should strengthen the supervision of performance management, whether in life or work, managers and employees to maintain good communication, and do a good job of performance appraisal feedback work. It is expected to provide some reference value for HNBX management in the construction of performance management system.
【學(xué)位授予單位】：沈陽(yáng)工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：D630.3

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