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2020年CYR电厂中层管理人员绩效考核方案研究_硕士论文

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CYR 电厂中层管理人员绩效考核方案研究 中层管理人员是一个企业经济效益的主要创造者和生产运营管理中的重要组成部 分,是联系着企业领导者和基层员工的重要纽带,这一个群体的执行力是体现企业管 理水平的重要依据,但是现阶段发电企业对中层管理人员的绩效管理状况并不乐观。 很少有发电企业能够通过建立科学、系统、有效的中层管理人员绩效考核体系,来提 升企业人力资源管理层次,来适应和满足管理和企业和谐发展的需求,从而积极调动 中层管理人员的主观能动性,为员工的绩效奖惩、人员培训、职位晋升、薪酬调整提 供有力依据,促进企业经济建设和管理水平双提升。缺乏行之有效机制的绩效管理体 系,使“以提高企业全员的绩效水平成为企业持续科学发展的源动力”成为空谈和幻 想,从而限制了中层管理人员在实现企业年度目标任务、保持行业领先水平的战略目 标中应发挥的重要作用。 本文采用多种研究方法,首先对中外绩效考核和绩效管理的理论研究进行了梳理 和总结,然后对 CYR 电厂中层管理人员绩效管理现状进行了描述,基于在 CYR 电厂 绩效考核过程中存在的公正性、公平性、科学性和准确性的一些问题进行归纳与总结 分析。展开阐述了在市场经济新形势下,干部选拔任用标准、中层领导绩效考核意义、 考核项目的确定及流程、以及在绩效管理领导小组的机构中各部门的职责分配。然后 结合企业战略目标、企业文化内容和自身特点进行中层管理人员绩效考核方案设计的 研究,介绍该方案的设计思路、原则和关键绩效指标设定与配套表格;提出具体的实 施建议与所设计的绩效考核标准中容易产生歧义或指向不明确的地方做出说明和解决 对策;借鉴以往实践操作中总结的经验,提出一些有针对性的预防措施和改进方法。 最后确定了绩效的管理定位、控制、和提高考核科学性的必要性,讲解了如何将科学 的绩效考核办法应用到实际人事管理工作中,并形成最终的结论。 本文通过中层管理人员绩效考核方案的设计研究,对掌握住绩效考核在人力资源 管理的核心部分,即激励作用,实施公平、公正、合理、科学、准确的绩效管理手段, 使员工绩效考核有机的与企业文化和精神文明建设与目标管理相融合。带来的收益是 有助于提高企业整体人力资源管理能力,有利于增强发电企业员工的凝聚力,有益于 调动员工思想活力和领导班子、中层管理者的执行力下达,为企业完成年度工作目标II 任务奠定扎实的管理基础,推进企业和谐劳动关系建设,助推企业科学稳定发展。同 时,也希望能够给其他类似的大型企业提供一定程度的参考,实现研究探讨形成论文 的现实意义。 关键词: 绩效管理;关键绩效指标;中层管理人员;绩效考核III Abstract A Research on the Performance Evaluation Scheme of Middle Level Managers in CYR Power Plant Middle managers is the specific components of the enterprise benefit main creator and the production and operation activities, plays a pivotal role in the enterprise operation and management, but now stage power generation enterprises of middle management personnel performance management status is not optimistic. Few power enterprises through the establishment of scientific, systematic and effective middle management staff performance appraisal system, to promote the enterprise human resources management level, to adapt to and meet the needs of management and harmonious development of enterprises, and actively mobilize the initiative of middle-level cadres, staff performance rewards and punishment, personnel training, promotion, salary adjustment provides a strong basis and promote economic construction and the management level of enterprises double upgrade. It is because of the lack of effective mechanism of performance management system, and overhead in order to improve the performance level of the enterprise staff become enterprise sustainable scientific development are envisioned as the source of power, limiting the middle-level managers in the realization of the strategic target of the enterprise should play an important role. This paper uses qualitative and quantitative research method, literature method, theory of research on domestic and foreign performance appraisal and performance management and summarizes, and then describes the current situation of performance management of the middle-level managers of CYR power plant, some problems existing in the evaluation process fairness, scientific nature and accuracy in CYR power plant based on Performance and summarized analysis, discusses the new situation in the market economy, selection of middle management standards, implementation of middle management staff performance appraisal, the significance of the determination and assessment project process and performance management in the leading group of institutions in the various departments of the allocation of responsibilities. And then combined with the enterprise strategic target and the content of corporate culture and its own characteristics middle management staff performance appraisal program design research, introduces the design ideas, principles and key performance indicators set and complete the form, put forward the concreteIV implementation of the recommendations and the design of performance appraisal standard prone to ambiguity or pointing not clear place to make notes and countermeasures, draw lessons from the past practice summed up the experience, put forward some preventive measures and improvement method for. Finally the orientation of performance management, strengthen performance control, improve the key indicators of performance appraisal scientifically, improve the performance feedback and the application of evaluation results, and the formation of the final conclusion. In this paper, through the design research of the performance appraisal system of middle management personnel, have a practical application of enterprise performance management system construction of middle-level cadres. Grasp the performance appraisal in the core part of human resource management, incentive effect, the implementation of a fair, just, reasonable, scientific and accurate performance management means, organic will enterprise culture and spiritual civilization construction and management by objectives integration, to improve their overall ability of human resource management, is conducive to enhancing the cohesion of the power generation enterprise employee, beneficial to the execution of to mobilize the enthusiasm of the staff of energy and ideas of leadership, middle management who issued, for enterprises to complete annual work objectives and tasks lay a solid foundation for the management, to promote the construction of harmonious labor relations in enterprises, boost enterprise scientific and stable development. At the same time, we hope to other large state-owned enterprises to strengthen the performance management level also has certain reference and guiding significance. Keywords: Performance management, Key performance indicators, Middle managers, AssessmentV 目 录 第 1 章 绪论......................................................................................................1 1.1 选题背景..................................................................................................1 1.2 研究意义..................................................................................................1 1.3 研究方法..................................................................................................2 1.4 研究内容..................................................................................................2 第 2 章 绩效管理理论综述..............................................................................4 2.1 绩效管理理论概述..................................................................................4 2.1.1 绩效的定义........................................................................................4 2.1.2 绩效管理............................................................................................5 2.1.3 绩效考核............................................................................................6 2.1.4 绩效考核与绩效管理........................................................................6 2.1.5 绩效管理基础:工作分析................................................................7 2.2 绩效管理流程..........................................................................................8 2.2.1 绩效计划............................................................................................8 2.2.2 绩效实施与管理................................................................................9 2.3 绩效评价方法........................................................................................10 2.3.1 目标管理法......................................................................................11 2.3.2 企业关键业绩指标(关键绩效指标:Key Process Indication) ..11 2.3.3 平衡计分卡(BSC:Balanced Score card) ...................................12 2.3.4 绩效管理体系设计..........................................................................13 2.4 绩效管理与企业文化............................................................................13 2.4.1 企业文化的定义..............................................................................13 2.4.2 企业文化的基本结构......................................................................14VI 2.4.3 企业文化的特征和作用 .................................................................14 2.4.4 企业文化与企业绩效关系 .............................................................15 第 3 章 CYR 电厂绩效管理现状及存在问题分析......................................16 3.1 CYR 电厂概况 ......................................................................................16 3.2 CYR 电厂中层管理人员绩效管理现状 ..............................................18 3.3 CYR 电厂绩效管理现存问题及分析 ..................................................19 3.4 本章小结................................................................................................23 第 4 章 CYR 电厂中层管理人员绩效考核方案设计..................................24 4.1 中层管理人员绩效考核方案的整体构思 ...........................................24 4.1.1 中层管理人员绩效考核方案设计的思路和目的 .........................24 4.1.2 中层管理人员绩效考核方案设计的指导思想 .............................24 4.1.3 中层管理人员绩效考核方案设计的职责定位 .............................25 4.1.4 中层管理人员绩效考核方案设计的原则 .....................................26 4.1.5 中层管理人员绩效考核方案设计的要求 .....................................26 4.2 中层管理人员绩效考核方案的关键绩效指标的设计 .......................27 4.2.1 考核指标的确定..............................................................................27 4.2.2 “三线值”的确定 .........................................................................28 4.3 中层管理人员绩效考核方案的设计与实施 .......................................29 4.3.1 中层管理人员绩效考核指标设计 .................................................29 4.3.2 考核指标得分构成 .........................................................................29 4.3.3 考核实施..........................................................................................33 4.4 中层管理人员绩效考核方案设计的反馈控制与动态调整管理 .........34 4.5 中层管理人员绩效考核方案设计的考核结果应用 ...........................35 4.5.1 绩效考核工资计算 .........................................................................35 4.5.2 绩效考核工资的发放 .....................................................................36VII 第 5 章 中层管理人员绩效考核方案的实施对策建议 ...............................37 5.1 保障绩效考核方案实施的组织措施 ...................................................37 5.2 保障绩效考核方案实施的制度措施 ...................................................37 5.3 结合企业文化建设,强化绩效考核的激励作用 ...............................38 5.4 绩效考核方案的培训支持和技术支持 ...............................................38 第 6 章 结论与展望........................................................................................39