本文選題：績效管理 + 目標(biāo)管理��； 參考：《鄭州大學(xué)》2014年碩士論文

【摘要】：煤炭是我國的基本能源,占一次能源消費(fèi)的60%以上,然而我國的煤炭企業(yè)管理水平相比國外發(fā)達(dá)國家要落后許多。受世界經(jīng)濟(jì)危機(jī)的長期影響,在區(qū)域經(jīng)濟(jì)發(fā)展差距不斷擴(kuò)大的環(huán)境下,技術(shù)創(chuàng)新成為我國經(jīng)濟(jì)發(fā)展重要驅(qū)動力。國有中小型選煤企業(yè)的發(fā)展方向是不斷吸納和整合優(yōu)勢資源,向生產(chǎn)規(guī)模大型化、模塊化,管理科學(xué)化、高效化的企業(yè)邁進(jìn)。同時,通過引進(jìn)先進(jìn)的管理理念,提高企業(yè)的核心競爭力,也逐漸成為國內(nèi)所有企業(yè)爭相效仿的途徑。管理的核心在于對人員的管理,而人力資源管理的重點(diǎn)在績效管理,績效管理作為與企業(yè)發(fā)展戰(zhàn)略最密切的管理活動被眾多的企業(yè)接受和認(rèn)可。目前煤炭企業(yè)中的績效管理多是用簡單的績效評估來代替,沒有形成一套完整的績效管理體系,績效管理體系的引進(jìn)促使企業(yè)不斷分析發(fā)展自身方向的正確性和必要性,在管理創(chuàng)新措施、人力資源措施、科技創(chuàng)新措施、成本控制措施、安全型發(fā)展、資本運(yùn)營管理、企業(yè)文化等方面進(jìn)行改善,提升中小型煤選煤企業(yè)的市場競爭實(shí)力。績效考核是人力資源管理的核心環(huán)節(jié),一個合適的績效考核體系不僅能夠幫助企業(yè)區(qū)別員工的層次,還能發(fā)現(xiàn)企業(yè)自身的問題,從而提升企業(yè)的管理水平,提高企業(yè)的整體效益。 煤炭洗選加工行業(yè)在近年隨著國家環(huán)境保護(hù)的要求和能源的清潔生產(chǎn)政策的出臺而發(fā)展起來,QX選煤廠也是響應(yīng)國家能源戰(zhàn)略和企業(yè)發(fā)展需要的前提下迅速發(fā)展壯大起來。于1993年興建,1995年6月正式投產(chǎn),截止到目前為止經(jīng)過兩次較大規(guī)模的技術(shù)改造和一次產(chǎn)能升級,目前已建設(shè)成為全國第七大1/3焦精煤生產(chǎn)基地。QX選煤廠發(fā)展經(jīng)歷了從小到大,從廠井附屬單位到獨(dú)立的集團(tuán)子公司的過程,一步一步發(fā)展壯大,企業(yè)職能逐步完善,管理體系逐漸健全。在發(fā)展過程中形成了具有自身特色的企業(yè)文化,以及區(qū)別于廠井和普通選煤廠的獨(dú)特優(yōu)勢。筆者希望通過對所供職的QX選煤廠績效管理體系的研究,以及管理體系的剖析,發(fā)現(xiàn)和查找管理中的優(yōu)勢和不足,并加以改進(jìn)提升,為其他兄弟單位和相仿企業(yè)的績效管理體系提供一定的參考和借鑒價值。 本文將結(jié)合在MBA課程所學(xué)以及實(shí)際的管理實(shí)踐綜合運(yùn)用各種管理工具來分析QX選煤廠的績效考核系統(tǒng),并建立一個完善的績效指標(biāo)體系。本文首先就本課題的研究背景、意義、研究的目的和內(nèi)容及采用的研究方法和思路做了較為系統(tǒng)的歸納。其次結(jié)合QX選煤廠現(xiàn)有的績效管理體系和系統(tǒng)運(yùn)行情況進(jìn)行詳盡的介紹和討論,并從中找出該管理體系的弊端以及分析問題產(chǎn)生的原因；最后根據(jù)績效管理相關(guān)理論和方法對QX選煤廠現(xiàn)有的績效考核指標(biāo)體系提出改進(jìn)性意見。
[Abstract]:Coal is the basic energy of our country, accounting for more than 60% of the primary energy consumption. However, the management level of coal enterprises in our country lags far behind the developed countries. Affected by the world economic crisis for a long time, technological innovation has become an important driving force for the economic development of our country under the environment of widening regional economic development gap. The development direction of the small and medium-sized state-owned coal preparation enterprises is to absorb and integrate the superior resources constantly, and to stride forward to the large scale, modularization, scientific management and high efficiency enterprises. At the same time, through the introduction of advanced management concepts, improve the core competitiveness of enterprises, but also gradually become all domestic enterprises to emulate the way. The core of management is the management of personnel, while the focus of human resource management is performance management, which is accepted and recognized by many enterprises as the closest management activity to the enterprise development strategy. At present, the performance management in coal enterprises is mostly replaced by simple performance evaluation, which does not form a complete performance management system. The introduction of performance management system urges enterprises to continuously analyze the correctness and necessity of developing their own direction. In management innovation measures, human resources measures, scientific and technological innovation measures, cost control measures, safety development, capital operation management, corporate culture and other aspects to improve the market competitiveness of small and medium-sized coal preparation enterprises. Performance appraisal is the core link of human resource management. An appropriate performance appraisal system can not only help enterprises distinguish between employees, but also find their own problems, thus improving the management level of enterprises. Improve the overall efficiency of the enterprise. The coal washing and processing industry developed in recent years with the requirement of national environmental protection and the policy of clean production of energy, and the QX coal preparation plant developed rapidly under the premise of responding to the national energy strategy and the needs of the development of enterprises. It was built in 1993 and put into production in June 1995. Up to now, after two large-scale technical revamping and one capacity upgrading, it has now been built into the seventh largest 1 / 3 coke concentrate coal production base in the country. QX coal preparation plant has experienced from small to large development. The process from the subsidiary units of the factory and well to the independent subsidiaries of the group has developed step by step, the functions of the enterprises have been gradually improved, and the management system has been gradually improved. In the process of development, the enterprise culture with its own characteristics has been formed, as well as the unique advantages different from the factory wells and ordinary coal preparation plants. The author hopes that through the research of QX coal preparation plant performance management system and the analysis of the management system, I hope to find and find out the advantages and disadvantages of the management, and improve and promote the performance management system. It provides some reference and reference value for the performance management system of other brother units and similar enterprises. This paper will analyze the performance evaluation system of QX coal preparation plant by using various management tools in combination with the MBA course and the actual management practice, and establish a perfect performance index system. In this paper, the research background, significance, purpose and content of the research, as well as the research methods and ideas adopted, are systematically summarized in this paper. Secondly, it introduces and discusses the performance management system and system operation of QX Coal preparation Plant in detail, and finds out the malpractice of the management system and analyzes the reasons of the problems. Finally, according to the theory and method of performance management, the paper puts forward some suggestions to improve the performance evaluation index system of QX coal preparation plant.
【學(xué)位授予單位】：鄭州大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F426.21

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本文編號：1919832