【摘要】：當(dāng)今世界,全球化趨勢(shì)明顯,國(guó)內(nèi)外市場(chǎng)環(huán)境發(fā)生巨大變化,企業(yè)之間的競(jìng)爭(zhēng)異常激烈,企業(yè)的競(jìng)爭(zhēng)表現(xiàn)在戰(zhàn)略、產(chǎn)品、品質(zhì)、服務(wù)甚至是價(jià)格的競(jìng)爭(zhēng),但本質(zhì)上是企業(yè)管理能力的競(jìng)爭(zhēng)、人才培養(yǎng)能力的競(jìng)爭(zhēng)。樹(shù)脂事業(yè)部隸屬于東方電氣集團(tuán)東方汽輪機(jī)有限公司,既受益于發(fā)電設(shè)備制造企業(yè)成長(zhǎng)帶來(lái)的歷史機(jī)遇,得到較快地發(fā)展,又受制于國(guó)企管理體制機(jī)制深刻的影響,內(nèi)部機(jī)制和活力明顯不足。面對(duì)更加復(fù)雜的市場(chǎng)競(jìng)爭(zhēng)環(huán)境,只有通過(guò)提升內(nèi)部管理能力,苦練內(nèi)功,才能在目前的市場(chǎng)競(jìng)爭(zhēng)條件下繼續(xù)保持持續(xù)健康發(fā)展。分配激勵(lì)機(jī)制是企業(yè)內(nèi)部最重要的基礎(chǔ)管理和核心平臺(tái),要通過(guò)全面推進(jìn)全員績(jī)效管理,打破現(xiàn)有考核分配中的大鍋飯現(xiàn)象,才能有效調(diào)動(dòng)干部員工積極性,提升樹(shù)脂事業(yè)部管理能力,促進(jìn)事業(yè)部發(fā)展。論文將以樹(shù)脂事業(yè)部績(jī)效管理現(xiàn)狀為基礎(chǔ),通過(guò)查閱文獻(xiàn)來(lái)獲得現(xiàn)有研究信息,從而全面的、準(zhǔn)確的了解和掌握績(jī)效管理的理論及應(yīng)用現(xiàn)狀。對(duì)國(guó)內(nèi)外企業(yè)實(shí)施績(jī)效管理情況進(jìn)行分析,并結(jié)合東汽和樹(shù)脂的環(huán)境實(shí)際,剖析樹(shù)脂事業(yè)部存在的問(wèn)題,并綜合運(yùn)用企業(yè)管理學(xué)、戰(zhàn)略管理學(xué)、人力資源管理、激勵(lì)理論等相關(guān)學(xué)科的知識(shí)和方法,采用現(xiàn)場(chǎng)調(diào)研、實(shí)證研究等方法探索構(gòu)建樹(shù)脂績(jī)效管理的途徑和方法。本文將在理論分析研究的基礎(chǔ)上,從樹(shù)脂事業(yè)部愿景、目標(biāo)和戰(zhàn)略規(guī)劃出發(fā),梳理出事業(yè)部關(guān)鍵績(jī)效指標(biāo)(KPI),并通過(guò)層層分解導(dǎo)出各部門(mén)、班組及員工KPI指標(biāo),在事業(yè)部建立一套科學(xué)的KPI指標(biāo)體系。在此基礎(chǔ)上,通過(guò)績(jī)效目標(biāo)制訂、績(jī)效溝通與輔導(dǎo)、績(jī)效與反饋、績(jī)效改進(jìn)與應(yīng)用等績(jī)效管理循環(huán)運(yùn)行,旨在建立一套績(jī)效管理有效運(yùn)行的機(jī)制,從而促使事業(yè)部?jī)?nèi)部建立起績(jī)效驅(qū)動(dòng)機(jī)制,促進(jìn)管理提升、人才培養(yǎng)、產(chǎn)業(yè)發(fā)展的良性互動(dòng),最后對(duì)全篇進(jìn)行總結(jié),得出自己的觀點(diǎn)和結(jié)論。
[Abstract]:In today's world, the trend of globalization is obvious, the market environment at home and abroad has undergone great changes, the competition between enterprises is extremely fierce, and the competition of enterprises is manifested in the competition of strategy, product, quality, service and even price. But in essence, it is the competition of enterprise management ability and talent training ability. The resin division belongs to Dongfang Electric Group Dongfang Steam Turbine Co., Ltd., which not only benefits from the historical opportunities brought by the growth of power generation equipment manufacturing enterprises, but also gets rapid development, and is also restricted to the profound influence of the management system and mechanism of state-owned enterprises. The internal mechanism and vitality are obviously insufficient. In the face of more complex market competition environment, only by improving the internal management ability and training the internal skills, can we continue to develop healthily under the current market competition conditions. The distribution incentive mechanism is the most important basic management and core platform within the enterprise. Only by comprehensively promoting the staff performance management and breaking the big pot phenomenon in the existing assessment and distribution can the enthusiasm of cadres and staff be effectively mobilized. Improve the management ability of resin division and promote the development of the department. Based on the current situation of performance management in resin department, this paper obtains the existing research information by consulting the literature, so as to fully and accurately understand and grasp the theory and application status of performance management. This paper analyzes the implementation of performance management in domestic and foreign enterprises, and analyzes the problems existing in the resin business department in the light of the environmental reality of Dongqi and resin, and makes comprehensive use of enterprise management, strategic management and human resources management. Motivation theory and other related disciplines of knowledge and methods, using field research, empirical research and other methods to explore the construction of resin performance management ways and methods. On the basis of theoretical analysis and research, starting from the vision, objectives and strategic planning of the resin division, this paper combs out the key performance indicators (KPI),) of the business department and derives the KPI indicators of each department, group and staff through layer-by-layer decomposition. Set up a set of scientific KPI index system in the business department. On this basis, through performance goal setting, performance communication and guidance, performance and feedback, performance improvement and application of performance management cycle operation, in order to establish a set of effective performance management mechanism. In order to promote the establishment of a performance-driven mechanism within the department, promote the promotion of management, talent training, industrial development of the benign interaction, finally to summarize the whole article, draw their own views and conclusions.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F272.92;F426.72
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本文編號(hào)：2463147