【摘要】：處于初創(chuàng)成長期的城建資產(chǎn)公司是一個以“城市基礎(chǔ)設(shè)施建設(shè)過程中剩余資產(chǎn)的接收管理、項目經(jīng)營和項目建設(shè)”三大業(yè)務(wù)為經(jīng)營核心的國有現(xiàn)代化城市建設(shè)企業(yè)。該公司成立四年來,績效管理過程大多流于形式,始終沿用傳統(tǒng)思路,并未發(fā)揮其應(yīng)有的員工激勵和企業(yè)戰(zhàn)略導向的作用,不利于企業(yè)在市場中的競爭力和未來發(fā)展的潛力。如何依據(jù)該公司的實際情況制定出有效科學的績效管理方案,對公司員工展開科學合理的績效管理,更合理地激勵員工在公司內(nèi)部的良性競爭,是迫切需要解決的問題。本文通過對城建資產(chǎn)公司績效現(xiàn)狀的客觀分析以及績效工作的訪談?wù){(diào)查,發(fā)現(xiàn)該公司在員工績效管理方面存在著許多問題,同時,由于企業(yè)性質(zhì)、產(chǎn)業(yè)格局等方面影響,使公司員工績效考核僅僅作為一種工具來管理員工,導致員工無法把自身發(fā)展和企業(yè)的戰(zhàn)略發(fā)展關(guān)聯(lián)起來,已無法滿足公司可持續(xù)發(fā)展的具體需要。結(jié)合該企業(yè)發(fā)展現(xiàn)狀,本文構(gòu)建了一套基于關(guān)鍵績效指標(KPI)的績效管理方案,并總共分為四個部分進行研究:第一部分介紹了本文研究背景、研究意義、主要研究方法與內(nèi)容以及理論基礎(chǔ);第二部分闡述了城建資產(chǎn)公司的績效管理的現(xiàn)狀,找到該公司績效管理過程中存在的問題,并對問題進行分析找到其根本原因;第三部分為核心部分,即對城建資產(chǎn)公司員工績效管理方案所展開的研究:首先是績效計劃的制定,先分解公司的戰(zhàn)略目標,再將其根據(jù)部門職能分工分解到各部門作為部門績效目標,再以部門績效目標為基礎(chǔ)結(jié)合各崗位職責分解指標到各個崗位員工身上;然后是績效實施環(huán)節(jié),實施過程主要包括保持績效溝通的持續(xù)性和收集分析信息;接下來是績效考評環(huán)節(jié),本文主要介紹績效考評的步驟以及績效等級的評定;最后是績效考評結(jié)果反饋及應(yīng)用,績效反饋可以提升員工績效的能力,績效考評結(jié)果的應(yīng)用包括調(diào)整薪酬分配、員工發(fā)展培訓、員工選拔、高層決策等促進績效管理過程的有效實施。第四部分主要是對設(shè)計后城建資產(chǎn)公司員工績效管理方案實施的保障提出了相關(guān)的保障措施,其中包括企業(yè)文化保障、績效管理培訓保障、績效管理制度保障以及績效管理人員保障。本文希望通過對城建資產(chǎn)公司員工績效管理的研究,使關(guān)鍵績效指標理論在城建資產(chǎn)公司的管理中得到應(yīng)用,從根本上提升城建資產(chǎn)公司的績效管理水平,促進科學合理的績效管理方案得以落實,從而使該企業(yè)的戰(zhàn)略目標得以實現(xiàn)。
[Abstract]:The urban construction assets company is a state-owned modern urban construction enterprise with the core of "receiving and managing surplus assets in the process of urban infrastructure construction, project management and project construction". Since its establishment four years ago, the performance management process has mostly been a mere formality, and it has always followed the traditional thinking and failed to give full play to its role of employee motivation and enterprise strategic guidance, which is not conducive to the competitiveness of enterprises in the market and the potential for future development. How to formulate an effective and scientific performance management scheme according to the actual situation of the company, how to carry out scientific and reasonable performance management to the employees of the company, and how to encourage the healthy competition of the employees in the company more reasonably, is an urgent problem that needs to be solved. Based on the objective analysis of the present performance situation of urban construction assets company and the interview investigation of its performance work, this paper finds that the company has many problems in employee performance management, and at the same time, because of the nature of the enterprise, the industrial pattern and so on, Employee performance appraisal can only be used as a tool to manage employees, which leads to employees unable to relate their own development to the strategic development of the enterprise, and can not meet the specific needs of the sustainable development of the company. According to the development situation of this enterprise, this paper constructs a performance management scheme based on (KPI), and it is divided into four parts: the first part introduces the background and significance of the research. The second part expounds the present situation of the performance management of urban construction assets company, finds out the problems existing in the process of the performance management of the company, and analyzes the problems to find out the fundamental reasons. The third part is the core part, that is, the research on employee performance management scheme of urban construction assets company: first, the formulation of performance plan, first, decomposing the strategic objectives of the company. Then it is decomposed into departments as departmental performance objectives according to the division of department functions, and then, based on departmental performance objectives, combined with the breakdown index of each post responsibility, it is then the performance implementation link. The implementation process mainly includes maintaining the continuity of performance communication and collecting and analyzing information; next is the performance appraisal link, this paper mainly introduces the steps of performance appraisal and the evaluation of performance grade; finally, feedback and application of performance appraisal results. Performance feedback can improve the performance of employees. The application of performance appraisal results includes adjustment of salary distribution, staff development training, staff selection, senior decision-making and so on to promote the effective implementation of the performance management process. The fourth part mainly put forward the related safeguard measures to the implementation of the employee performance management scheme after the design, including the enterprise culture guarantee, the performance management training guarantee, Performance management system and performance management personnel protection. This paper hopes to apply the theory of key performance indicators to the management of urban construction assets companies through the research of employee performance management of urban construction assets companies, so as to improve the level of performance management of urban construction assets companies fundamentally. To promote scientific and reasonable performance management program, so that the strategic objectives of the enterprise can be realized.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F426.92

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