【摘要】：隨著企業(yè)間競爭的日趨激烈,企業(yè)生存的壓力越來越大。很多企業(yè)為了實現(xiàn)可持續(xù)發(fā)展,紛紛開發(fā)了企業(yè)發(fā)展戰(zhàn)略,而如何化戰(zhàn)略為行動,化戰(zhàn)略為成果,成為這些企業(yè)面臨的必須解決的問題。戰(zhàn)略績效管理系統(tǒng)作為戰(zhàn)略性人力資源管理系統(tǒng)的重要組成部分,對于促使企業(yè)戰(zhàn)略“落地”具有不可替代的作用。如何在企業(yè)內(nèi)部設(shè)計并建立高效的基于戰(zhàn)略的績效管理體系就成為越來越多的企業(yè)所關(guān)注的問題。 本文的研究對象山東高速公路股份有限公司,近年來開發(fā)和確立自身的發(fā)展戰(zhàn)略,建立并實施了綜合績效考核制度,實現(xiàn)了對各高速公路運營分公司的績效考核,對于規(guī)范路橋運營管理發(fā)揮了積極作用。但由于沒有從公司發(fā)展戰(zhàn)略出發(fā)建立戰(zhàn)略性績效管理制度,公司戰(zhàn)略推進(jìn)緩慢。對此,本文對山東高速股份績效管理體系現(xiàn)狀進(jìn)行了調(diào)研和分析,發(fā)現(xiàn)存在的主要問題為：績效管理體系不完整,績效評價對象不全面,公司層面對各職能部室沒有有效建立考核體系,公司戰(zhàn)略目標(biāo)不能有效傳遞到職能部室；對分公司的考核指標(biāo)不全面,主要是財務(wù)類和內(nèi)部運營管理類；部分指標(biāo)考核方法不科學(xué),不能夠通過考核與促進(jìn)公司戰(zhàn)略實現(xiàn)；績效評價反饋方式單一,雙向績效溝通不到位；分公司內(nèi)部績效考核指標(biāo)不合理,對部門的考核方式不科學(xué),對各類員工的考核辦法簡單,不能較好地反映員工的工作業(yè)績,員工對考核結(jié)果不滿意；績效考核結(jié)果應(yīng)用單一。 筆者通過綜合運用平衡計分卡、關(guān)鍵績效指標(biāo)、360度績效評估、圖尺度評價法等先進(jìn)的戰(zhàn)略和績效管理工具、方法,在對山東高速股份綜合績效考核辦法認(rèn)真研究的基礎(chǔ)上,設(shè)計了績效評價體系、績效管理運行體系,建立起與公司戰(zhàn)略目標(biāo)相適應(yīng)的公司戰(zhàn)略性績效管理體系,為實現(xiàn)公司戰(zhàn)略目標(biāo)提供支撐。筆者也期望本文能夠?qū)ζ渌惼髽I(yè)起到參考借鑒的作用。
[Abstract]:With the increasingly fierce competition between enterprises, the pressure of survival of enterprises is increasing. In order to realize the sustainable development, many enterprises have developed the enterprise development strategy, but how to turn the strategy into the action, the strategy becomes the result, becomes the question which these enterprises must solve. As an important part of strategic human resource management system, strategic performance management system plays an irreplaceable role in promoting enterprise strategy "landing". How to design and establish an efficient performance management system based on strategy has become more and more important. In recent years, Shandong Expressway Co., Ltd. has developed and established its own development strategy, established and implemented the comprehensive performance appraisal system, and realized the performance appraisal of each highway operation branch. To standardize the road and bridge operation and management has played an active role. However, due to the lack of a strategic performance management system from the company's development strategy, the company's strategy is advancing slowly. In this paper, the current situation of Shandong high speed stock performance management system is investigated and analyzed. The main problems are: the performance management system is not complete, the performance evaluation object is not comprehensive, At the company level, there is no effective evaluation system for each functional department, and the strategic objectives of the company can not be effectively transferred to the functional department, and the assessment index of the branch is not comprehensive, mainly financial and internal operation management. Part of the index assessment method is not scientific, can not be achieved through evaluation and promotion of company strategy; performance evaluation feedback way is single, two-way performance communication is not in place; branch internal performance evaluation indicators are unreasonable, the assessment of the department is not scientific, The evaluation method for all kinds of employees is simple, which can not reflect the performance of the employees, and the employees are not satisfied with the results of the appraisal, and the results of the performance appraisal are single. Through the comprehensive use of balanced scorecard, key performance indicators, 360-degree performance evaluation, chart scale evaluation and other advanced strategy and performance management tools, methods, on the basis of a careful study of Shandong high-speed stock comprehensive performance evaluation method, The performance evaluation system, the performance management operation system and the company strategic performance management system are designed to provide support for the realization of the company strategic objectives. The author also expects that this article can be used as a reference for other similar 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;F542.6

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本文編號：2171014