本文關(guān)鍵詞： 地鐵集團(tuán) 績(jī)效管理 關(guān)鍵績(jī)效指標(biāo)　出處：《燕山大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：沈陽地鐵集團(tuán)有限公司運(yùn)營(yíng)分公司(以下簡(jiǎn)稱運(yùn)營(yíng)分公司)成立于2010年4月21日，隸屬于沈陽地鐵集團(tuán)有限公司，是承擔(dān)沈陽市城市快速軌道交通建設(shè)和運(yùn)營(yíng)管理的大型國(guó)有獨(dú)資公司。運(yùn)營(yíng)分公司從成立至今，經(jīng)過3年多的發(fā)展整合，其相關(guān)管理體系及相應(yīng)制度已日趨完善。但是作為企業(yè)內(nèi)部管理核心的人力資源管理，尤其是績(jī)效管理制度還存在著很多問題，在提高企業(yè)凝聚力、提升企業(yè)競(jìng)爭(zhēng)力方面還顯得不夠成熟。 目前，關(guān)于地鐵行業(yè)績(jī)效管理的研究相對(duì)較少，且研究不夠具體、全面。本文基于運(yùn)營(yíng)分公司的績(jī)效管理狀況，運(yùn)用現(xiàn)代績(jī)效理論及工具深入剖析運(yùn)營(yíng)分公司績(jī)效管理運(yùn)作中存在的不足之處，針對(duì)績(jī)效管理中的具體問題及結(jié)合公司發(fā)展戰(zhàn)略要求，通過調(diào)查研究、分析的方法提出關(guān)于運(yùn)營(yíng)分公司績(jī)效管理有關(guān)改進(jìn)的措施。 其中績(jī)效管理方案總則是整個(gè)績(jī)效管理方案提綱挈領(lǐng)部分，，從管理的目的、原則、適用范圍、考核周期、相關(guān)組織機(jī)構(gòu)、考核對(duì)象與考核關(guān)系等方面加以論述。公司績(jī)效考核指標(biāo)體系設(shè)計(jì)主要論述了方案具體使用的考核辦法及考核指標(biāo)的權(quán)重分配比例問題�？�(jī)效管理流程主要論述了季度/半年度和年度績(jī)效考核在不同時(shí)間結(jié)點(diǎn)需要完成的既定績(jī)效考核步驟�？�(jī)效結(jié)果運(yùn)用、績(jī)效結(jié)果反饋則是注重合理運(yùn)用績(jī)效結(jié)果，以達(dá)到績(jī)效管理不斷改進(jìn)的最終目的�？�(jī)效申訴是績(jī)效管理中的一種監(jiān)督約束機(jī)制，可以很好的解決績(jī)效考核中的考核與被考核雙方的矛盾。
[Abstract]:Shenyang Metro Group Co., Ltd. operating branch (hereinafter referred to as operating branch) was established in April 21st 2010, under the Shenyang Metro Group Co., Ltd. It is a large state-owned sole proprietorship company which is responsible for the construction and operation management of Shenyang urban rapid rail transit. The operating branch has been developed and integrated for more than three years since its establishment. However, as the core of internal management, human resource management, especially the performance management system, still has many problems, which improve the cohesion of enterprises. To improve the competitiveness of enterprises is not mature enough. At present, the research on the performance management of subway industry is relatively few, and the research is not specific and comprehensive. Using modern performance theory and tools to analyze the shortcomings in the operation of performance management of branch companies, aiming at the specific problems in performance management and combined with the requirements of the company's development strategy, through investigation and research, The method of analysis puts forward the measures to improve the performance management of the operating branch. The general principle of the performance management scheme is the outline of the whole performance management plan, from the management purpose, principle, applicable scope, appraisal cycle, relevant organization, The design of the performance appraisal index system of the company mainly discusses the evaluation method of the concrete use of the scheme and the distribution of the weight of the appraisal index. The performance management process mainly discusses the problem of the distribution of the weight of the evaluation index. The established performance appraisal steps needed to be completed at different time points of quarterly / semi-annual and annual performance appraisal are given. Performance result feedback is to pay attention to the rational use of performance results in order to achieve the ultimate goal of continuous improvement of performance management. Performance complaint is a kind of supervision and constraint mechanism in performance management. It can solve the contradiction between the performance appraisal and the two sides.
【學(xué)位授予單位】：燕山大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F572.6

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