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基于平衡记分卡的舟山海投公司项目经理绩效考核体系优化研究_硕士论文

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1Ⅰ 摘要 国有企业是我国国民经济的重要支柱,在维持国家的稳定发展、保障人们日常生活 中担负着重要的使命。在实施产业政策、推动结构调整、引导转型升级、调控经济秩序、 保障经济安全、维护大局稳定等方面,国有企业发挥着极其重要的作用,并且呈现无可 取代的趋势。绩效管理是现代企业人力资源管理核心部分,如果能够合理运用,不仅能 有效提高员工的效率、挖掘他们的潜力,也有利于促进企业的可持续发展。在平衡员工 个人目标与企业战略目标上,绩效管理发挥着重要的作用,实现个人职业发展和企业目 标实现的双赢。 长期以来,国有企业共有的通病包括员工积极性不高、企业效率低下、核心竞争力 不强等多方面问题。虽然大多数国有企业都在试着内部转型,通过使用科学先进的绩效 管理办法,力图走出困境,但转型升级的道路上充满荆棘,结果往往不如预期,半途而 废的情况比比皆是。国有企业在绩效管理上的问题仍然存在。 本论文通过讨论国内外绩效体系研究成果,结合舟山海投公司投资管理部的实际发 展情况和管理方面遇到的问题,以舟山海投公司投资管理部的项目经理为研究对象,通 过问卷调查法和实地访谈法等方法的运用,分析了绩效考核计划制定的不合理、考核指 标设计不够全面、指标权重分配不合理、绩效实施缺乏相应保障和绩效反馈不尽合理等 问题。在平衡记分卡方法的基础上,通过专家评分法,从财务、客户、内部流程、学习 成长等四个层面进行了具体指标优化和权重赋分,并提出要制定合理的绩效考核计划、 加强绩效实施保障和建立相应反馈机制等相关保障措施和建议。 关键词,平衡计分卡;国有企业;项目经理;绩效考核体系优化;Abstract II Abstract State-owned enterprise is an important pillar in our country, which plays a very important role in maintaining the stable development of the country and ensuring peoples daily life. State-owned enterprises play an increasingly important role in implementing industrial policies, promoting structural adjustment, guiding transformation and upgrading, regulating economic order, safeguarding economic security and maintaining overall stability, etc., and showing an irreplaceable trend. Performance management is the core of human resource management in modern enterprises. If it can be used reasonably, it can not only effectively improve the efficiency of employees and tap their potential, but also promote the sustainable development of enterprises. Performance management plays an important role in balancing employee's personal goals with the enterprise's strategic objectives, achieving both individual career development and enterprise's goal realization. For a long time, SOEs face many problems, such as low employee motivation, low enterprise efficiency and low core competence. Although most SOEs are trying to transform themselves internally, trying to change their predicament by using scientifically advanced performance management methods, the path of upgrading is full of obstacles and results are not as good as expected, and there are not enough half-baked cases. The problems of performance management in state-owned enterprises still exist. This paper discusses the research results of performance system home and abroad, combined with the actual development and management problems of Investment Management Department of Zhoushan Marine Investment Company, The project manager of Investment Management Department of Zhoushan Marine Investment Co., Ltd. is taken as the object of study, and the application of questionnaire and field interview method is made through the methods of questionnaire investigation and field interview, This paper analyzes the problems existing in the existing performance appraisal system of Zhoushan Marine Investment Company, such as the unreasonableness of the formulation of the performance appraisal plan, the design of the evaluation index, the unreasonable distribution of the weight of the indicators, the lack of the corresponding guarantee for the implementation of the performance and the unreasonable feedback of the performance, and so on. On the basis of the balanced scorecard method and expert scoring method, the paper puts forward the optimization of specific indicators and weight allocation from four aspects: finance, customer, internal process, learning and growth, etc, It also puts forward some relative measures and suggestions such as reasonable performance appraisal plan, strengthening performance implementation guarantee and establishing corresponding feedback mechanism and other relevant safeguard measures. Key Words: Balanced score card; State-owned enterprise; project managers;Performance appraisal system目录 III 目录 第 1 章 绪论.............................................................................................................................1 1.1 研究背景和研究意义................................................................................................1 1.1.1 研究背景............................................................................................................................. 1 1.1.2 研究意义............................................................................................................................. 2 1.2 国内外研究现状........................................................................................................4 1.2.1 国外研究现状..................................................................................................................... 4 1.2.2 国内研究现状..................................................................................................................... 6 1.3 研究方法和研究内容................................................................................................8 1.3.1 研究方法............................................................................................................................. 8 1.3.2 研究内容............................................................................................................................. 9 第 2 章 相关概述及绩效考核方法.......................................................................................12 2.1 相关概述..................................................................................................................12 2.1.1 绩效....................................................................................................................................12 2.1.2 绩效考核........................................................................................................................... 12 2.1.3 绩效管理........................................................................................................................... 12 2.1.4 绩效考核体系................................................................................................................... 12 2.1.5 绩效考核作用................................................................................................................... 13 2.1.6 绩效考核的原则...............................................................................................................13 2.2 绩效考核方法..........................................................................................................15 2.2.1 目标管理法....................................................................................................................... 15 2.2.2 KPI 法.................................................................................................................................15 2.2.3 360 度绩效考核法............................................................................................................16 2.2.4 平衡记分卡....................................................................................................................... 17 2.2.5 主流绩效考核办法间的比较...........................................................................................22 第 3 章 海投公司项目经理绩效考核现状及问题...............................................................24 3.1 海投公司及投资管理部概况..................................................................................24 3.1.1 海投公司概况................................................................................................................... 24 3.1.2 投资管理部简介...............................................................................................................25 3.2 项目经理现有绩效考核模式..................................................................................27 3.2.1 绩效考核流程................................................................................................................... 27 3.2.2 绩效考核计划................................................................................................................... 27 3.2.3 绩效考核标准................................................................................................................... 27 3.2.4 绩效考核结果的应用.......................................................................................................28 3.3 项目经理绩效考核现状问卷调查..........................................................................29 3.3.1 问卷设计........................................................................................................................... 29 3.3.2 问卷调查........................................................................................................................... 30 3.3.3 数据处理........................................................................................................................... 31 3.4 调查结果数据分析..................................................................................................32 3.4.1 公司共性的绩效考核情况...............................................................................................32 3.4.2 项目经理绩效考核情况...................................................................................................35目录 IV 3.5 项目经理绩效考核存在的问题..............................................................................39 3.5.1 绩效考核计划制定的不合理...........................................................................................40 3.5.2 考核指标设计不够全面...................................................................................................40 3.5.3 指标权重分配不合理.......................................................................................................41 3.5.4 绩效实施缺乏相应保障...................................................................................................41 3.5.5 绩效反馈不尽合理...........................................................................................................42 第 4 章 基于平衡计分卡的项目经理绩效体系优化...........................................................43 4.1 项目经理绩效考核体系优化目的和原则..............................................................43 4.1.1 优化目的........................................................................................................................... 43 4.1.2 优化原则........................................................................................................................... 43 4.1.3 优化流程........................................................................................................................... 44 4.2 项目经理绩效考核体系优化准备..........................................................................45 4.2.1 组建 BSC 专家小组...........................................................................................................45 4.2.2 强调公司核心战略...........................................................................................................45 4.2.3 明确部门发展规划...........................................................................................................46 4.3 项目经理绩效考核体系优化设计..........................................................................48 4.3.1 确定绩效评价体系...........................................................................................................48 4.3.2 确定绩效考核指标权重...................................................................................................51 4.4 绩效评价指标评分..................................................................................................57 4.4.1 考核周期设置................................................................................................................... 57 4.4.2 标准值的确立................................................................................................................... 57 4.5 新绩效考核体系实施应用......................................................................................62 4.5.1 实施绩效考核................................................................................................................... 62 4.5.2 考核结果应用................................................................................................................... 63 第 5 章 基于平衡计分卡的项目经理绩效考核体系的保障措施.........................................64 5.1 制定合理的绩效考核计划......................................................................................64 5.1.1 组建 BSC 实施小组...........................................................................................................64 5.1.2 制定考核流程................................................................................................................... 64 5.2 完善绩效指标设计..................................................................................................65 5.3 优化指标权重分配..................................................................................................65 5.4 加强绩效保障措施..................................................................................................65 5.4.1 加强公司高层重视...........................................................................................................65 5.4.2 构建有力的组织保障.......................................................................................................66 5.4.3 实现对人力资源有效激励...............................................................................................66 5.5 建立相应反馈机制..................................................................................................66 总结...........................................................................................................................................68