本文選題：績效管理 + 全員績效管理體系　； 參考：《青島大學(xué)》2017年碩士論文

【摘要】：國有企業(yè)是我國經(jīng)濟(jì)社會(huì)發(fā)展、國家富強(qiáng)民主、人民幸福安康的重要基礎(chǔ)。國有企業(yè)改革作為近年來國家深化改革創(chuàng)新的重要組成部分,越來越受到全民的重視�？冃Ч芾碜鳛槠髽I(yè)管理的重要組成部分,關(guān)系到企業(yè)發(fā)展戰(zhàn)略、企業(yè)文化、管理流程的方方面面,成為影響國有企業(yè)改革的重要因素之一。本文旨在通過分析國有發(fā)電企業(yè)現(xiàn)代人力資源管理中績效管理的問題現(xiàn)狀,結(jié)合Q集團(tuán)安徽分公司人力資源管理實(shí)例,探討如何構(gòu)建國有發(fā)電企業(yè)區(qū)域全員績效管理體系,提升企業(yè)核心競爭力。本文主要分為六個(gè)部分,第一部分,主要闡述了選題的背景和重要意義,學(xué)習(xí)掌握的國內(nèi)外相關(guān)研究,為后文交代背景,積累理論知識(shí)。第二部分,對全員績效管理體系的概念和相關(guān)理論進(jìn)行論述,提出全員績效管理體系的概念和組成,為后文闡述Q集團(tuán)安徽分公司全員績效管理體系優(yōu)化完善奠定基礎(chǔ)。第三部分,具體分析Q集團(tuán)安徽區(qū)域全員績效管理體系的現(xiàn)狀,通過深入調(diào)查研究,得出Q集團(tuán)安徽分公司當(dāng)前績效管理工作存在的主要問題,主要包括領(lǐng)導(dǎo)人員績效管理體系缺失、績效管理結(jié)果應(yīng)用機(jī)制缺失、績效管理時(shí)效性偏低等諸多問題。第四部分,針對Q集團(tuán)安徽分公司全員績效管理體系存在的問題,深入對比查找,深刻分析Q集團(tuán)安徽分公司全員績效管理體系存在問題的根源,并據(jù)此查找優(yōu)化完善的基礎(chǔ),從而嘗試對績效管理體系進(jìn)行系統(tǒng)構(gòu)建完善。第五部分,構(gòu)建區(qū)域全員績效管理體系的實(shí)施路徑和重要的支撐。第六部分得出結(jié)論。
[Abstract]:State-owned enterprises are an important foundation for China's economic and social development, national prosperity and democracy, and the well-being of the people. As an important part of deepening reform and innovation in recent years, the reform of state-owned enterprises has been paid more and more attention by the whole people. As an important part of enterprise management, performance management is one of the important factors affecting the reform of state-owned enterprises. The purpose of this paper is to analyze the current situation of performance management in modern human resource management of state-owned power generation enterprises, and to discuss how to construct the regional all-staff performance management system of state-owned power generation enterprises by combining with the example of human resources management in Anhui Branch of Q Group. Enhance the core competitiveness of enterprises. This paper is mainly divided into six parts, the first part, mainly expounds the background and significance of the topic, learning to master the relevant research at home and abroad, explain the background for later, accumulate theoretical knowledge. In the second part, the concept and related theories of the whole staff performance management system are discussed, and the concept and composition of the whole staff performance management system are put forward, which lays a foundation for the optimization and perfection of the whole staff performance management system of Anhui Branch of Q Group. In the third part, the author analyzes the current situation of Anhui Regional performance Management system of Q Group, and obtains the main problems in the current performance management of Anhui Branch of Q Group through in-depth investigation and research. It mainly includes the lack of leadership performance management system, the lack of application mechanism of performance management results, the low timeliness of performance management and so on. The fourth part, aiming at the problems existing in the whole staff performance management system of Anhui Branch of Q Group, deeply compares and finds out the root causes of the problems existing in the overall performance management system of Anhui Branch of Q Group, and finds out the basis of optimization and perfection. In order to try to improve the system of performance management system. The fifth part, constructs the implementation path and the important support of the regional staff performance management system. The sixth part draws a conclusion.
【學(xué)位授予單位】：青島大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.61;F272.92

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