【摘要】：山東高速股份有限公司成立于1999年，主要從事對高等級公路、橋梁、隧道、港口等基礎(chǔ)設(shè)施的投資、建設(shè)、管理、收費、養(yǎng)護、路政、清障，以及城市運營、礦產(chǎn)投資等業(yè)務(wù)。目前，山東高速的路橋管理單位有6家直屬分公司、4家直屬管理處、3家權(quán)屬子公司；先后設(shè)立或收購12家城市運營子公司、5家多元化發(fā)展子公司，逐步形成以高速公路、城市運營兩大主業(yè)為核心，集礦產(chǎn)、環(huán)保、證券等多元化產(chǎn)業(yè)為一體的現(xiàn)代化企業(yè)集團。為實現(xiàn)管理現(xiàn)代化，公司從2003年開始實行績效考核，，績效考核體系一直在不斷的改進和完善。本文以山東高速現(xiàn)有績效考核體系為研究基礎(chǔ)，分析其下屬路橋單位績效考核存在的問題，針對問題進行績效考核體系的重新設(shè)計。 本文主體有三部分：第一，對績效考核相關(guān)概念、主要方法、理論基礎(chǔ)的研究綜述；第二，通過問卷調(diào)查對山東高速下屬路橋績效考核體系現(xiàn)有問題進行分析；第三，針對出現(xiàn)的問題，重新進行山東高速下屬路橋績效考核體系的設(shè)計。主要結(jié)論如下：第一，績效考核體系應(yīng)該隨著公司的發(fā)展而不斷改進。第二，績效考核體系的設(shè)計原則要適應(yīng)公司自身的發(fā)展。第三，績效考核指標(biāo)的選取要多方論證。主要創(chuàng)新點：第一，通過調(diào)查問卷的分析確定了現(xiàn)有績效考核體系中存在的績效考核區(qū)分度不高、考核指標(biāo)戰(zhàn)略引導(dǎo)性不強、針對性不夠、績效考核結(jié)果運用不當(dāng)?shù)葐栴}，為下一步績效考核體系的設(shè)計提供了設(shè)計依據(jù)，使得下一步考核體系的設(shè)計更具有針對性；第二，本文在績效考核體系設(shè)計過程中，針對不同考核單位和考核周期，確定不同考核指標(biāo)，確保新的績效考核體系的針對性和適應(yīng)性。
[Abstract]:Shandong Expressway Co., Ltd. was established in 1999, mainly engaged in high-grade roads, bridges, tunnels, ports and other infrastructure investment, construction, management, toll collection, maintenance, road administration, barrier clearance, as well as urban operation, mineral investment and other business. At present, there are 6 direct branches, 4 direct management offices and 3 proprietary subsidiaries in the road and bridge management units of Shandong Expressway. We have set up or acquired 12 urban operation subsidiaries and 5 diversified development subsidiaries, gradually forming modern enterprise groups with expressway and urban operation as the core, mineral, environmental protection, securities and other diversified industries as one. In order to realize the modernization of management, the company has been carrying out performance appraisal since 2003, and the performance appraisal system has been constantly improving and perfecting. Based on the existing performance appraisal system of Shandong Expressway, this paper analyzes the problems existing in the performance appraisal of its subordinate road and bridge units, and redesigns the performance appraisal system in view of the problems. The main body of this paper is divided into three parts: first, the research on the related concepts, main methods and theoretical basis of performance appraisal; second, through the questionnaire survey to analyze the existing problems of the performance appraisal system of Shandong expressway subordinate roads and bridges; Third, in view of the problems, re-design the performance appraisal system of Shandong Expressway subordinate Road and Bridge. The main conclusions are as follows: first, the performance appraisal system should be improved with the development of the company. Second, the design principles of the performance appraisal system should adapt to the development of the company itself. Third, the selection of performance appraisal indicators should be demonstrated in many ways. The main innovations are as follows: first, through the analysis of the questionnaire, it is determined that the existing performance appraisal system is not highly differentiated, the strategic guidance of the evaluation index is not strong, the pertinence is not enough, and the results of the performance appraisal are not used improperly. It provides the design basis for the next step of the performance appraisal system design, so that the next step of the evaluation system design is more targeted; Secondly, in the process of performance appraisal system design, according to different evaluation units and evaluation cycles, different evaluation indicators are determined to ensure the pertinence and adaptability of the new performance appraisal system.
【學(xué)位授予單位】：山東師范大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F542.6

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