【摘要】：SGN有限公司是第一個(gè)大型企業(yè)進(jìn)駐寧夏寧東能源化工基地,相繼開展了電廠、煤礦、水務(wù)、等項(xiàng)目的前期和建設(shè)工作,在國家西部大開發(fā)的政策引領(lǐng)下,在地方政府和企業(yè)自身努力下,近年來企業(yè)的規(guī)模在不斷擴(kuò)大。隨著企業(yè)安全生產(chǎn)和經(jīng)營管理逐漸步入正軌,在企業(yè)初期階段的創(chuàng)業(yè)式的發(fā)展模式和管理理念,已經(jīng)不能滿足現(xiàn)代大型企業(yè)的管理需要。因此,該企業(yè)更好地掌握企業(yè)狀況和員工水平,建立完善、科學(xué)、合理的績效管理體系成為企業(yè)發(fā)展的內(nèi)在要求。本文首先明晰了SGN有限公司的概況和發(fā)展階段,提出了現(xiàn)階段下SGN有限公司在績效管理方面存在的問題,明確了績效管理在SGN有限公司的重要性和緊迫性。其次,根據(jù)目前SGN有限公司發(fā)展需要以及績效管理存在問題,從工作職責(zé)、績效指標(biāo)分解、績效管理參與及績效管理評價(jià)方法這幾個(gè)層面進(jìn)行分析。再次,在分析問題原因的基礎(chǔ)上,結(jié)合企業(yè)實(shí)際,一對應(yīng)的給出對策和方法,并應(yīng)用績效管理工具進(jìn)行績效評估。最后,對全文進(jìn)行總結(jié),明確要根據(jù)SGN有限公司的不同的發(fā)展階段,實(shí)行動(dòng)態(tài)的績效管理,不斷的完善績效管理制度,并提出了本文研究的不足和未來的研究建議。
[Abstract]:SGN Co., Ltd. is the first large enterprise to enter Ningxia Ningdong energy and chemical industry base. It has carried out the early stage and construction work of power plant, coal mine, water affairs, and other projects one after another, under the guidance of the national western development policy. With the efforts of local governments and enterprises themselves, the scale of enterprises has been expanding in recent years. With the enterprise safety production and management gradually on the right track, in the initial stage of the enterprise entrepreneurial development model and management concept, can no longer meet the management needs of modern large enterprises. Therefore, it is an inherent requirement for the enterprise to better grasp the status of the enterprise and the level of its employees, and to establish a perfect, scientific and reasonable performance management system. This paper firstly clarifies the general situation and development stage of SGN Co., Ltd., and points out the problems existing in the performance management of SGN Limited Company at the present stage, and clarifies the importance and urgency of performance Management in SGN Limited Company. Secondly, according to the current development needs of SGN limited company and the existing problems of performance management, this paper analyzes from the aspects of job responsibility, performance index decomposition, performance management participation and performance management evaluation methods. Thirdly, on the basis of analyzing the causes of the problems, combined with the actual situation of the enterprise, the corresponding countermeasures and methods are given, and the performance evaluation is carried out by using the performance management tools. Finally, this paper summarizes the full text, clearly according to the different stages of development of SGN Co., Ltd., to implement dynamic performance management, constantly improve the performance management system, and put forward the deficiencies of this study and future research recommendations.
【學(xué)位授予單位】：寧夏大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F426.2;F272.92

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相關(guān)期刊論文 前1條

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本文編號(hào)：2143017