【作者】 朱永生；

【导师】 王志坚；

【作者基本信息】 新疆大学 ， 企业管理， 2007， 硕士

【摘要】 绩效管理作为一种提高员工绩效、使组织不断获得成功的管理思想和战略层面的管理方法,现已越来越受到企业的重视,并逐渐被人们接受和认可。笔者曾参与TF公司供电分公司高管层绩效管理项目的实施。在本文的撰写中,笔者从绩效管理的相关理论出发,阐述了TF公司供电分公司高管层现行绩效考核体系的问题并进行了原因分析;进而提出新的绩效管理体系,即基于平衡记分卡的关键绩效指标体系,突出了绩效管理与企业战略的结合,强调绩效管理系统的适用性并与企业基础管理平台的整合;同时本文还详细介绍了TF公司供电分公司高管层关键绩效指标体系的设计过程,试图通过论文的写作,探讨关键绩效指标设立的原则、途径和可操作的方法。本文共分为以下七章:第一章简要介绍了本文研究的背景、国内外研究现状、研究的理论意义与实践意义以及本文所研究的主要内容。第二章介绍了绩效、绩效考核、绩效管理的概念以及后两者间的区别和联系,并介绍了相关理论文献——平衡记分卡和关键绩效指标体系的内容。第三章主要介绍了TF公司供电分公司高管层绩效管理的现状,并针对存在的问题进行较深层次的原因分析。第四章主要介绍了TF公司供电分公司高管层绩效考核体系的设计程序,较为详细地介绍了绩效指标设定的方法和步骤,并基于平衡记分卡的角度设计出供电分公司高管层关键绩效指标。第五章介绍了TF公司供电分公司高管层绩效管理系统的设计,从绩效计划——绩效的过程管理——绩效的评价——绩效分析与改进——绩效考核结果的运用,形成一个不断改进的闭环系统。第六章主要介绍了TF公司供电分公司高管层绩效管理系统的实施与评价,在试点实施过程中建立配套制度,并进行效果的跟踪,发现存在的问题进而不断完善。第七章为结论部分,对新设计出的绩效管理体系进行客观的评价,总结出其优点,并找出不足,以待继续改进。更多还原

【Abstract】 As a management thought of prompting employees performance, tapping a strategic & combining management way, performance management is getting more and more importance attached by firms and is being accepted an recognized as time is on.Being an intern, I participated in the performance management design of the Supplies-power Subsidiary Company’Leadership Team of TF Corporation. In line with the related theories of performance management, and introduces, in details, the present situation of performance management of TF Corporation supplying-power subsidiary company`s leadership team, and analyses the deeper-level reasons aiming at the existing questions. Then proposes the new performance management system, namely records the Key Performance Indicator system based on the Balance Score Card. I highlighted the compliance of the performance management design with the development strategy of the firm, and based on the practical requirements, I emphasized the applicability of the design and managed to make it being integrated with the general management system of the firm. In addition, this paper describes, in details, the design of the key performance indicators, in an effort to set up the principles, practical and operational ways of key performance indicator establishment.This paper consists of the following seven chapters: the first chapter briefly introduces the studying background of this article, the domestic and foreign present research situation, the research theory significance and the practice significance as well as this article main content. The second chapter introduces the definitions of performance, performance evaluation, and performance management, as well as the difference and relationship between performance management and performance evaluation, and introduces the related theory literature—the content of BSC and KPI system. The third chapter mainly introduces the present situation of performance management of TF Corporation supplying-power subsidiary company`s leadership team, and analyses the deeper-level reasons aiming at the existing questions. The fourth chapter mainly introduces designing procedure of performance evaluation system of TF Corporation supplying-power subsidiary company`s leadership team, and describes, in details, the establishing methods and procedures of performance indicator, and designs the key performance indicator of supplying-power subsidiary company`s leadership team based on the angle of the balance score card. The fifth chapter depicts the design of performance management system of TF Corporation supplying-power subsidiary company`s leadership team, from the performance plan--performance process management--performance evaluation-- performance analysis and improvement—the utilization of performance evaluation`s result, and forms the closed-loop system which unceasingly improves. The sixth chapter mainly implementates and evaluates the new performance management system, establishes the necessary system in the implementation process, and tracks the effects, discoveries the existing question then unceasingly consummates. The seventh chapter is the part of the conclusion, to objectively evaluates the new performance management system, summarizes its merits, and discovers the insufficiency, waiting for continues to improve.更多还原