摘要
I
摘要
在经济全球化、贸易自由化大潮的冲击下，近年来石油、石化行业已经发生
了巨大的变化。随着中国国企改革进一步深化，特别是在成品油零售终端市场，
竞争更是达到白热化的程度，尽管中石化和中石油两大集团投入巨资收编社会加
油站，抢占国内零售市场份额，从所控制加油站数量上来讲，几乎完全控制市
场，但是，在加油站数量上的辉煌背后，却是人均销售量低下，资产回报率低，
市场竞争力差，甚至部分加油站亏损严重的残酷现实

C 石油分公司是某石油天然气股份有限公司四川销售分公司在成都市的分支
机构，成立于2008年，公司主要从事成品油批发、零售和非油品销售业务。作为
中石油系统的最基层单位，公司的经营效益和员工收入高低完全取决于加油站的
经营销售情况，但由于 C 石油分公司现有的绩效管理体系设计不完善，难以充分
发挥绩效考核的激励作用，公司效益和员工收入水平增幅甚微。所以，为了提高
员工的工作业绩，提升 C 石油分公司的整体绩效水平，让绩效考核发挥其真正作
用，就必须对 C 石油分公司现行的绩效管理体系进行重新设计，使其更加符合 C
石油分公司实情，更具有可操作性

本篇论文首先就绩效管理的基本概念进行了说明，然后引出 C 石油分公司的
加油站员工绩效管理特点、基本流程、绩效管理现状等方面情况，并配合问卷调
查，认真分析了加油站员工绩效管理存在的种种问题。通过设计岗位说明书、绩
效指标、权重、考核方式等对 C 石油分公司的绩效管理体系进行改进设计，加强
对 C 石油分公司考评人员的培训教育工作，让他们在绩效指标设置、绩效评估、
沟通技巧等方面的能力进一步得以提高，同时，注重与加油站员工进行持续、有
效的沟通和反馈，及时发现困难，并给予改进，力求让加油站员工感到绩效管理
不仅仅是绩效考核，激发他们的工作积极性，最终实现 C 石油分公司的整体战略
目标
[1]

最后，为了使新设计的加油站员工绩效管理体系顺利实施，论文还就实施过
程中可能出现的问题进行了分析，并提出相关配套措施

关键词：加油站员工，绩效管理，设计ABSTRACT
II
ABSTRACT
In the economic globalization, the impact of trade liberalization tide, in recent
years, oil, petrochemical industry has undergone tremendous changes. With the
deepening of China&39;s state-owned enterprise reform, especially in the refined oil retail
terminal market, competition is to achieve the degree of white-hot, although Sinopec
and PetroChina two groups invested heavily in social stations, to seize the domestic
retail market share, from the control of fuel The number of stations in terms of almost
completely control the market, but behind the glory of the number of gas stations, but it
is low per capita sales, low return on assets, poor market competitiveness, and even part
of the gas station losses serious cruel reality.
C Petroleum Branch is an oil and gas company in Sichuan branch of the branch in
Chengdu, was established in 2008, the company mainly engaged in refined oil
wholesale, retail and non-oil sales business. As the most basic unit of the oil system, the
company&39;s operating efficiency and staff income depends entirely on the sales of gas
stations, but because of the C oil branch of the existing performance management
system design is not perfect, it is difficult to give full play to the role of performance
incentives , The company&39;s efficiency and staff income level increased slightly.
Therefore, in order to improve the performance of staff to improve the overall
performance of C oil company performance, so that performance appraisal to play its
real role, it must be C oil branch of the existing performance management system to be
redesigned to make it more in line with C oil Company facts, more operational.
This paper first explains the basic concept of performance management, and then
leads to the performance management characteristics, basic process and performance
management status of the fuel station staff of C Petroleum Branch, and analyzes the
performance of the gas station staff with the questionnaire survey Management of the
existence of various problems. Through the design of job descriptions, performance
indicators, weight, assessment methods and other C oil branch performance
management system to improve the design, to strengthen the C oil branch evaluation
staff training and education work, so that they set the performance indicators,
performance evaluation, communication Skills and other aspects of the ability to further
improve the same time, pay attention to the gas station staff to carry out continuous andABSTRACT
III
effective communication and feedback, timely detection of difficulties and to improve,
and strive to make gas station staff performance management is not just performance
appraisal, to stimulate their Work enthusiasm, and ultimately to achieve the C oil branch
of the overall strategic objectives.
Finally, in order to make the new design of the gas station staff performance
management system is implemented smoothly, the paper also analyzes the possible
problems in the implementation process and puts forward the relevant supporting
measures.
Keywords: Gas station staff, Performance management, Design目录
IV
目录
第一章绪论........1
1.1论文研究的背景1
1.2论文研究的意义1
1.2.1让组织效率得以最大发挥........1
1.2.2让员工对企业有深入了解........2
1.2.3进一步提升管理水平....2
1.2.4有利于员工职业成长....2
1.2.5建立良好的企业文化....3
1.3论文的基本思路和方法3
1.4论文基本结构....3
第二章绩效管理的基本概念....5
2.1绩效的定义........5
2.2绩效管理的定义5
2.3绩效管理的目的和作用5
2.3.1帮助组织实现战略目标5
2.3.2提高决策及管理水平....5
2.3.3加强沟通与交流6
2.3.4优化人力资源....6
第三章 C 石油分公司加油站员工绩效管理的简介....7
3.1 C 石油分公司概述.........7
3.1.1 C 石油分公司简介.........7
3.1.2经营管理制度....7
3.2加油站的绩效管理特点9
3.2.2团队合作是重要手段....9
3.2.3合作共赢是最终目标...
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