本文關(guān)鍵詞：基于平衡計(jì)分卡的SY井下作業(yè)公司績(jī)效考核體系改進(jìn)　出處：《中國(guó)海洋大學(xué)》2015年碩士論文　論文類(lèi)型：學(xué)位論文

  更多相關(guān)文章： 績(jī)效考核 平衡計(jì)分卡 QHSE管理體系 企業(yè)戰(zhàn)略

【摘要】：我國(guó)是石油能源的生產(chǎn)、消費(fèi)大國(guó),在新的歷史時(shí)期為了謀求更好的發(fā)展,我國(guó)石油企業(yè)必須加強(qiáng)內(nèi)部管理,做好戰(zhàn)略規(guī)劃�？�(jī)效考核是激勵(lì)人才、有效管理企業(yè)的核心手段,然而我國(guó)石油企業(yè)績(jī)效考核指標(biāo)普遍設(shè)計(jì)簡(jiǎn)單,且過(guò)分重視財(cái)務(wù)指標(biāo)和短期效益而忽視了企業(yè)戰(zhàn)略和長(zhǎng)遠(yuǎn)發(fā)展,因此石油企業(yè)有必要建立一套全面的、以企業(yè)總體戰(zhàn)略為導(dǎo)向的績(jī)效考核體系。此外,為了走可持續(xù)的文明發(fā)展道路,石油行業(yè)推出了QHSE管理體系,將這一體系應(yīng)用于績(jī)效考核中以更好地進(jìn)行內(nèi)部管控也是每個(gè)石油企業(yè)的迫切需求。因此,如何建立一套適合石油企業(yè)的、能與QHSE管理體系相融合的、實(shí)現(xiàn)戰(zhàn)略發(fā)展的績(jī)效考核體系就成為了石油企業(yè)管理的重中之重。本文以SY井下作業(yè)公司為例,通過(guò)調(diào)查分析該企業(yè)現(xiàn)行績(jī)效考核體系,發(fā)現(xiàn)了當(dāng)中存在的一系列問(wèn)題,即考核體系過(guò)于繁雜,缺少橫向溝通；指標(biāo)設(shè)計(jì)零散,過(guò)分重視財(cái)務(wù)考核；員工被動(dòng)考核,缺乏使命感等。導(dǎo)致這些問(wèn)題的原因主要是該企業(yè)忽視了戰(zhàn)略的統(tǒng)籌引導(dǎo)作用,在上下級(jí)之間、單位之間缺少關(guān)于企業(yè)戰(zhàn)略的灌輸或溝通。眾所周知,自20世紀(jì)90年代平衡計(jì)分卡誕生以來(lái),就一直被視為企業(yè)績(jī)效考核和戰(zhàn)略管理的有效工具,是將企業(yè)戰(zhàn)略與績(jī)效考核相聯(lián)系的紐帶。并且本文認(rèn)為,平衡計(jì)分卡各維度之間的因果邏輯關(guān)系與石油企業(yè)奉行的QHSE管理體系各要素的內(nèi)在邏輯性具有很大的相似性,這為二者的融合提供了可能,而將平衡計(jì)分卡和QHSE管理體系相結(jié)合也能夠進(jìn)一步促進(jìn)二者的完善。因此,本文提出以平衡計(jì)分卡為框架和基礎(chǔ),建立一套適應(yīng)石油企業(yè)發(fā)展特點(diǎn)的、與QHSE管理體系相融合績(jī)效考核體系,希望能在較大程度上解決原有體系中存在的問(wèn)題。通過(guò)對(duì)個(gè)例企業(yè)的分析研究,為平衡計(jì)分卡在我國(guó)石油企業(yè)績(jī)效考核和戰(zhàn)略管理中的應(yīng)用提供一點(diǎn)借鑒和思路,也為QHSE管理體系在石油企業(yè)績(jī)效考核中的應(yīng)用提供一種新的實(shí)現(xiàn)方式。本文首先通過(guò)查詢(xún)、閱讀和分析大量文獻(xiàn),認(rèn)識(shí)到企業(yè)應(yīng)當(dāng)站在戰(zhàn)略的高度上進(jìn)行績(jī)效考核,而將二者聯(lián)系在一起的就是平衡計(jì)分卡這一績(jī)效考核和戰(zhàn)略管理工具。在此基礎(chǔ)上,通過(guò)對(duì)目標(biāo)企業(yè)已有的績(jī)效考核體系進(jìn)行調(diào)查和分析,認(rèn)識(shí)到其中的問(wèn)題和不足,并結(jié)合平衡計(jì)分卡作為績(jī)效考核工具的條件和優(yōu)點(diǎn),以及平衡計(jì)分卡與QHSE管理體系相融合的可行性,指出該企業(yè)運(yùn)用平衡積分卡進(jìn)行績(jī)效考核的必要性和優(yōu)勢(shì)。此外,企業(yè)應(yīng)當(dāng)根據(jù)自身戰(zhàn)略愿景和業(yè)務(wù)特點(diǎn)來(lái)制定適合的平衡計(jì)分卡考核體系。因此本文在分析目標(biāo)企業(yè)戰(zhàn)略的基礎(chǔ)上,分別在公司層面、單位層面和員工層面設(shè)計(jì)符合戰(zhàn)略目標(biāo)的平衡計(jì)分卡績(jī)效考核指標(biāo),并提出采用一種定量與定性相結(jié)合的考評(píng)辦法,即模糊層次綜合評(píng)價(jià)法作為考核體系落地的工具。
[Abstract]:China is a large country of petroleum energy production and consumption. In order to better develop in the new historical period, China's petroleum enterprises must strengthen internal management and make strategic plans. Performance appraisal is the core means of incentive and effective management of the enterprise, but the performance evaluation index of China's petroleum enterprises generally has the advantages of simple design, and too much emphasis on financial indicators and short-term benefits while ignoring the enterprise strategy and long-term development, so the oil companies need to establish a set of comprehensive and overall enterprise strategy oriented performance appraisal system. In addition, in order to take a sustainable road of civilization development, the petroleum industry launched the QHSE management system, and applied this system to performance appraisal to better manage and control internally, which is also an urgent need for every oil company. Therefore, how to establish a set of performance evaluation system that is suitable for petroleum enterprises and can integrate with QHSE management system and achieve strategic development has become the top priority of oil enterprise management. This paper takes SY downhole company as an example, through the investigation and analysis of the current performance evaluation system of the enterprise, found a series of problems, namely the appraisal system is too complicated and the lack of horizontal communication; index of scattered, too much emphasis on financial assessment; passive staff assessment, the lack of a sense of mission. The main reason for these problems is the neglect of the overall planning and guiding role of the strategy, and there is a lack of communication or communication between the upper and lower levels and units. As we all know, since the birth of the Balanced Scorecard in 1990s, it has been regarded as an effective tool for enterprise performance appraisal and strategic management, and a link linking enterprise strategy and performance appraisal. And the balance scorecard of internal logic elements the causal relation between the dimensions and petroleum enterprises pursuing QHSE management system has great similarity, provides the possibility for the integration of the two, and the Balanced Scorecard and QHSE management system can further improve the combination of the two. Therefore, this paper proposes a balanced scorecard as the framework and foundation to establish a set of performance evaluation system that is suitable for the development characteristics of petroleum enterprises and integrated with QHSE management system, hoping to solve the existing problems in the original system to a large extent. Through the analysis and research of a case, it can provide a reference for the Balanced Scorecard in the performance appraisal and strategic management of China's petroleum enterprises, and also provide a new way for the application of QHSE management system in the performance appraisal of petroleum enterprises. First, through querying, reading and analyzing a large number of documents, it is realized that enterprises should stand on a strategic level for performance appraisal. The two link is the balanced scorecard, a performance appraisal and strategic management tool. On this basis, by the investigation and analysis of the target enterprise's performance appraisal system, to realize the problems and deficiencies, combined with the Balanced Scorecard as a condition and advantages of performance evaluation tools, feasible integration and balanced scorecard and QHSE management system, and points out that the application of the Balanced Scorecard performance appraisal is necessary and the advantage of the enterprise. In addition, enterprises should make a suitable assessment system of Balanced Scorecard according to their own strategic vision and business characteristics. Based on the analysis of the target enterprise strategy, performance appraisal index in the balanced score card company level, unit level and staff level is designed to meet the strategic goals and put forward respectively, using a combination of quantitative and qualitative evaluation methods, namely, fuzzy comprehensive evaluation method as the evaluation system of landing tools.
【學(xué)位授予單位】：中國(guó)海洋大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F272.92;F426.22

【引證文獻(xiàn)】

相關(guān)期刊論文 前1條

1 王海燕;;淺析石油企業(yè)績(jī)效考核體系[J];經(jīng)營(yíng)管理者;2016年35期

，

本文編號(hào)：1344553