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CT集团高级管理人员绩效考核现状及改进方案研究

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CT 集团于 2004 年成立,主要工作内容是城市基础设施的融资、投资、建设,公 司资产规模接近 4000 亿元。围绕“城市路桥、轨道交通、环境水务、城市综合开发” 四大核心业务板块,CT 集团逐步构建了“公益性项目实施政府采购,经营性项目实施 特许经营”的市场化收益模式,建立了在资本市场实现直接融资的通畅渠道,顺利将 天津的城市资源优势转化成为资金优势。 随着 CT 集团的不断发展,逐渐成为天津基础设施建设的龙头企业,总资产位居 天津市国有大型企业之首。CT 集团充分运用现代企业管理制度,针对不同单位、不同 人员制定了各类管理办法和行为规范,制定了员工与企业共成长的管理理念,以 2008 年销售(营业)收入 639786 万元的成绩,入围“2009 年中国服务企业 500 强”。然而, CT 集团在人力资源管理方面,还存在一些不够科学、欠规范的地方,特别是在集团多 元化运作之后,现有的绩效考核体系已经不能准确的判断人员的工作状况和业绩。尤 其是这样一个大型国有企业的集团,该公司的核心骨干是高级管理人员,是一个企业 的日常经营管理中的关键人物,绩效考核是否科学合理,直接影响到对其评估是否有 效,最终将影响企业的日常经营管理和发展。 本文共分为五章。第一章为前言,论述了本文的选题背景和选题意义基础上,提 出本文的创新点。第二章为高级管理人员绩效考核的相关理论综述,论述了高级管理 人员绩效考核的含义及特点,提出了国内外相关理论研究成果和现状,第三章为 CT 集团高级管理人员绩效考核现状分析,论述了 CT 集团高级管理人员绩效考核现状及 存在问题,第四章为 CT 集团高级管理人员绩效考核体系改进方案,论述了高级管理 人员绩效考核的新方法,制定了适合 CT 集团的绩效考核体系,第五章为结论及研究 展望,论述了五点研究结论和两点进一步的研究方向。笔者在调查研究的基础上,从 CT 集团高级管理人员绩效考核工作体系的角度出发,针对所发现的问题从下面三个方 面制定了解决方案,首先,必须认真研究和分析高级管理人员的现状和目前现有的高 级管理人员的绩效考核体系;其次,对于 CT 集团的绩效考核情况,认真分析,以改 善现有绩效考核体系,弥补不足之处;第三,和企业实际相结合,建立激励机制,充 分体现在管理过程中发挥的重要作用;最后,要采取积极措施,确保绩效考核机制得 到切实执行。 本文阐述了绩效考核的科学与否直接关系到高级管理人员的激励和发展问题,关 系到高级管理人员战略目标认识的正确性,工作的积极性、主动性和准确性,关系到 企业日常管理的正确运作。一是针对高级管理人员的绩效考核研究要特殊处理、特殊 对待。二是为了科学合理的评价 CT 集团每一位高级管理人员的绩效水平,需要综合 运用多种绩效考核方法。三是绩效考核结果反馈这项工作非常重要。四是绩效考核结II 果如何有效运用是非常关键的。五是绩效考核研究深化是绩效持续改进的重要工具。 本文的创新之处在于第一,丰富国企高级管理人员绩效考核研究的理论成果。对 以往相关文献进行研究之后,发现虽然对于绩效考核的研究不少,但关于国有企业高 级管理人员绩效考核的研究为数不多。这说明,尽管国有企业对国家经济的发展起着 至关重要的作用,但研究者和管理者对国有企业高级管理人员绩效考核的重视程度不 够。笔者希望通过自己的研究,结合自身工作实际,以理论结合实践的方式,丰富国 企高级管理人员绩效考核的研究成果,为国有企业绩效考核改革提供理论研究的支 撑。第二,实证研究法方法的采用。本文主要研究的是国有企业高级管理人员绩效考 核现状和问题。本文将通过调查问卷对 CT 集团高级管理人员进行调查,运用实证分 析结果来客观展现高级管理人员绩效考核现状,使改进方案的提出更具有针对性和合 理性。第三,研究结论有较高的推广价值。国有企业在我国社会经济中发挥重要作用。 国有企业的管理改革是影响国有企业发展的重要问题。本文研究的主要结论可以借助 国有企业的共同特点,将推广至其他国有企业。因此,本文的研究将从个案出发,结 论具有普适性和推广价值。对于国有企业未来管理水平的提升和发展产生积极的推动 作用。 关键词,CT 集团;高级管理人员;绩效考核;管理III ABSTRACT CT group has been established in 2004. Its main errand is to invest and build up the basic infrastructure in the main city with the registered capital of RMB 67.7 billion. Its asset size is nearly RMB 350 billion. The company’s structure is being formed by 11 wholly-owned subsidiaries, 1 listed company, 2 holding companies, and 3 equity participation enterprises. The four operational cores of the group are road & bridge industry, transportation industry, environment & water industry, and the city development industry. CT group has built up the market-based revenue mode through the commonwealth project of government procurement and operating franchise project. Therefore, it forms the capital market of direct investment in an unobstructed channel. It turns the superiority of resources to superiority of capital in Tianjin successfully. With the continuously growth of CT group, it will become the top infrastructure development firm in Tianjin. At the same time, it turns into the first large enterprise in Tianjin in terms of the total capital. In addition, CT group has utilized the modern enterprise management system towards their unit as well as their employees effectively. CT group has formulated their management concept of ‘develop their employee and enterprise together’. In 2008, their operating income of RMB 6.39786 billion has finalized them to ‘Top 500 China Service Enterprise 2009’ and gets awarded of ‘Top 100 enterprise of Tianjin 2009’. However, the lagging of the management has affected the development of the enterprise. In the segment of Human Resource Management, it exist some difficulties and challenging such as unscientific and incompliance area specifically the multi-operational function of the group. Currently, the performance evaluation system of CT group has not been well-functioned and operated to determine the work condition and employees’ performance. Therefore, it causes the employees to lose their initiative, enthusiasm, and productivity towards works. As we know, Senior Management is the key management person and they play an important role in the daily operation. Their fairness on determination, evaluation, and decision has the immediate effect of the enterprise’s operation. This thesis is to study the effectiveness of motivation system from Senior Management towards employees. The solutions have been proposed in order to answer the discovered problems. First, we have to analyze and study the current situation of senior management and evaluation system. Second, we have to restructure and improve on the current evaluation system. Third, we need to build up the rewards and punishment system. Lastly, we have to adopt the appropriate and suitable approach in order to motivate our employee to be more productive and initiative in order to ensure the effectiveness of the system. The innovation of the studies is to enrich the theoretically result of senior management from state enterprise towards performance evaluation. There are quite a number of findings from the previous literature to study on performance evaluation; however it has only limited literature studies on the state enterprise towards performance evaluation. Although the state enterprise is very crucial to national economic development, researchers and managers are still not pay fully attention onto it. The authorIV hopes that theoretically concept and practically operation is able to enrich and improve the state enterprise‘s senior management on the performance evaluation system with the aim of providing the theoretically study on the reformation of state enterprise. Secondly, we have to observe and practice the adoption and the application of the empirical method. The thesis is mainly study on senior management from state enterprise towards current situation and problems of performance appraisal. The thesis was using the quantitative method of questionnaire survey towards CT’s group senior management. The author is using the empirical analysis to study the senior management towards the current performance appraisal in order to let the studies to be more rationality and justifiability. Third, the study of the research possesses high promotional value. State enterprises play an important role towards national economic development. The reformation of the management has the immediate effect on its development. The findings and the results of the research is able to be implemented and practiced in other enterprise in the same industry. As a result, the study of this thesis possesses the promotional value and universally value in the industry. Lastly, it has the positive promoting role on the improvement and development of future management by the state enterprise. Key words: CT collectivism group,high management,Performance Evaluation,ManagementI 目 录 摘要…I Abstract…Ⅲ 第一章 前言…1 1.1 选题背景…1 1.2 选题意义…1 1.2.1 理论意义1 1.2.2 现实意义2 1.3 创新点2 第二章 高级管理人员绩效考核相关理论综述…3 2.1 绩效考核概述…3 2.2 国内外绩效考核研究概述5 2.3 企业绩效考核体系的构成5 2.4 高级管理人员的界定及特点…9 第三章 CT 集团高级管理人员绩效考核现状分析11 3.1 CT 集团企业概况 … 11 3.1.1 CT 集团高级管理人员组织结构 12 3.1.2 CT 集团高级管理人员构成 13 3.2 CT 集团高级管理人员绩效考核现状分析… 15 3.3 CT 集团高级管理人员绩效考核体系问题分析 …17 第四章 CT 集团高级管理人员绩效考核体系改进方案20 4.1 强化绩效考核前期准备,完善绩效 考核体系 …20 4.2 科学制定绩效考核指标,突出对高级管理人员的要求标准21 4.2.1 制定绩效考核指标,充分体现评价的客观公平21 4.2.2 制定考核权重,多维度全方位考核评价…21 4.3 丰富绩效考核办法,全面展现高级管理人员能力和素质…22 4.4 完善绩效考核实施,实现对高级管理人员科学评价…24 4.5 完善高级管理人员绩效考核保障体系,确保考核顺利实现26 4.5.1 强化高级管理人员绩效考核的组织保障…26 4.5.2 树立高级管理人员绩效考核的思想保障…26 4.5.3 确定高级管理人员绩效考核的资金保障…27 4.6 注重考核反馈和结果运用,充分发挥绩效考核的作用27 4.6.1 切实做好绩效考核结果反馈,提升人员综合管理水平…27 4.6.2 做好绩效考核的申诉,确保考核结果客观公正28II 4.6.3 充分运用绩效考核结果,促进企业和个人共同发展 28 第五章 结论及研究展望 30 5.1 结论…30 5.2 研究展望…31