本文選題：績效管理 + 績效管理體系�。� 參考：《山東大學(xué)》2012年碩士論文

【摘要】：做為現(xiàn)代企業(yè)管理的一項基本職能,績效管理受到越來越多的關(guān)注,雖然在理論和實踐方面都有了一定的發(fā)展,但許多企業(yè)在體系設(shè)計、建立和實施的過程中還存在許多問題。特別是一些企業(yè)在績效管理的過程中,沒有從企業(yè)自身的實際情況出發(fā),盲目引進(jìn)國內(nèi)外現(xiàn)有的績效管理方案,不僅沒有發(fā)揮績效管理的優(yōu)勢,反而破壞了企業(yè)原本運作良好的人力資源管理體系,進(jìn)而損害了整個企業(yè)的利益。加之2008年金融危機(jī)的影響,中國企業(yè)面臨的環(huán)境越來越復(fù)雜,市場的不確定性,技術(shù)的創(chuàng)新性,組織的變革性和人員的流動性等特征日益突出。因此,如何從本企業(yè)的自身情況出發(fā),建立高效的績效管理體系,提高企業(yè)的核心競爭力,對于我國的企業(yè)顯得尤為重要。 HN高速公路公司1993年成立,1997年掛牌上市,是全國最早的上市公司之一,也是全國高速公路行業(yè)首家上市公司。經(jīng)過近二十年的發(fā)展,公司已由一個區(qū)域性公司發(fā)展成為社會公眾公司,由一個單純的項目公司發(fā)展成為以公路投資建設(shè)和管理為主,集酒店旅游和房地產(chǎn)等輔業(yè)為一體的大型集團(tuán)化上市企業(yè)。2003年,公司被評為全國交通行業(yè)100強(qiáng)企業(yè),連續(xù)數(shù)年被評為海南30強(qiáng)企業(yè)。 由于種種原因,HN高速公路公司未建立有效的績效管理體系,特別是下屬企業(yè)仍簡單套用集團(tuán)公司的績效考核,隨著企業(yè)進(jìn)入快速發(fā)展的軌道,這種考核方式已經(jīng)遠(yuǎn)遠(yuǎn)不能滿足企業(yè)發(fā)展的需要,且具有較明顯的弊端：與公司發(fā)展戰(zhàn)略脫節(jié)；績效指標(biāo)不能體現(xiàn)下屬企業(yè)的經(jīng)營狀況；考核指標(biāo)不夠全面；績效考核過程管理不善,缺少溝通和反饋；績效考核結(jié)果反饋與運用不當(dāng)?shù)取?本文針對HN高速公路公司下屬企業(yè)組織績效管理存在的問題,從集團(tuán)化績效管理的角度入手,以企業(yè)發(fā)展戰(zhàn)略為導(dǎo)向,進(jìn)行了以下分析研究： 一、研究了績效管理的主要理論和方法,對不同績效管理模式進(jìn)行了深入探討。 二、分析了HN高速公司績效管理現(xiàn)狀,找出在下屬企業(yè)績效管理方面存在的問題。 三、選用平衡記分卡理論理論,對HN高速公司下屬企業(yè)的績效管理體系進(jìn)行設(shè)計,并選取房地產(chǎn)公司作為樣本進(jìn)行績效指標(biāo)設(shè)計。 本文的研究成果是對HN高速公路股份有限公司下屬企業(yè)績效管理體系實踐經(jīng)驗的總結(jié),對同類高速公路經(jīng)營企業(yè)具有借鑒意義和參考價值。
[Abstract]:As a basic function of modern enterprise management, performance management has received more and more attention. Although there has been some development in theory and practice, many enterprises still have many problems in the process of system design, establishment and implementation. Especially some enterprises in the process of performance management, not from the actual situation of the enterprise itself, blindly introduced the existing performance management at home and abroad, not only did not give play to the advantages of performance management. On the contrary, it destroys the human resource management system which originally worked well, and then damages the interests of the whole enterprise. In addition, due to the financial crisis in 2008, Chinese enterprises are facing more and more complex environment, market uncertainty, technological innovation, organizational innovation and personnel mobility. Therefore, how to establish an efficient performance management system and improve the core competitiveness of the enterprise is particularly important for our enterprises. HN Expressway Company was founded in 1993 and listed in 1997. HN Expressway Company is one of the earliest listed companies in China and the first listed company in expressway industry. After nearly 20 years of development, the company has developed from a regional company to a social public company, from a simple project company to a highway investment construction and management. Hotel tourism, real estate and other auxiliary industries as one of the large group listed enterprises. 2003, the company was named the national transportation industry top 100 enterprises, consecutive years as Hainan top 30 enterprises. For various reasons, HN expressway company has not set up an effective performance management system, especially the subordinate enterprise still applies the performance appraisal of group company simply, as the enterprise enters the track of rapid development, This kind of appraisal method can not meet the needs of enterprise development and has obvious disadvantages: it is out of line with the development strategy of the company, the performance index can not reflect the operating condition of the subordinate enterprise, the appraisal index is not comprehensive enough; Poor management of performance appraisal process, lack of communication and feedback, feedback and improper use of performance appraisal results. Aiming at the problems existing in the organizational performance management of HN expressway company, this paper, from the angle of group performance management and guided by the enterprise development strategy, carries out the following analysis and research: First, the main theories and methods of performance management are studied, and the different performance management models are discussed. Second, it analyzes the performance management status of HN High Speed Company and finds out the problems in the performance management of subordinate enterprises. Thirdly, the theory of balanced scorecard is used to design the performance management system of HN high speed company, and the real estate company is selected as the sample to design the performance index. The research result of this paper is a summary of the practical experience of the performance management system of HN Expressway Co., Ltd., which has reference significance and reference value for the similar expressway management enterprises.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F272.92;F542

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