青油管道公司基于KPI绩效管理体系设计与应用研究
摘要
在经济一体化和全球化的商业环境下,企业间的竞争日益激烈,这种竞争说到底是人才资源质量的竞争,面对新的竞争环境与挑战,有效管理人才资源将成为企业的重要战略任务之一,而绩效管理是现代人力资源管理的核心问题,作为一种现代化的管理工具,有效的绩效考评体系能够帮助企业达成使命,创造效益,成为创新发展的动力源泉。随着社会主义市场经济的确立,东西部企业之间的发展差距越来越大,其根本原因就是西北地区企业管理水平尤其是人才资源管理明显滞后,绩效管理的理念、体系设计和实践操作与现代企业制度的要求不相适应。笔者结合自己多年来在青海油田管道输油公司工作的实际,对该公司绩效管理的现状及面临的主要问题进行了考察,提出了一套基于KPI的绩效管理体系。
本文主要从六个方面进行阐述:
第一,主要说明论文研究的背景、目的和意义,研究思路和方法;二是对绩效及绩效管理理论进行了阐述,并介绍了关键绩效指标(KPI)的定义及特点;三是对青海油田管道输油公司现行绩效管理存在的问题及原因进行分析;四是对管道输油公司设计关键绩效指标体系必要性进行说明;五是论述了管道公司基于KPI绩效管理体系的实施步骤与措施;六是对管道公司采用基于KPI绩效管理体系运行效果和改进方向进行总结。
In the economic integration and globalization of the business environment, competition among enterprises is becoming increasingly fierce,the competition is in the final analysis the quality of human resources competition,in the face of new challenges and the competitive environment,the effective management of human resources will become an important strategic enterprises one of the missions,and performance management is a modern human resources management issue at the core of modern management as a tool for effective performance appraisal system to help companies achieve the mission,and create efficiency,innovation and development of a source of motivation. With the establishment of the socialist market economy,the east-west development gap between enterprises growing,and the fundamental reason for this is that the northwest region is the level of business administration in particular has lagged far behind human resources management,performance management,the concept of system design and operation and modern practice enterprise system to meet the requirements. Over the years the author combine their own oil pipeline in Qinghai Oilfield Company reality of the work,the company's performance management and the status of the main problems facing were investigated,based on a set of KPI performance management system.
This paper mainly on six aspects:
First,the major papers on the background,purpose and significance of research ideas and methods;Second is the achievement and performance management theory,and explains and describes the key performance indicators (KPI),the definition and characteristics;Third,the Qinghai Oilfield pipeline transmission companies existing performance management problems and the reasons for the existence of the analysis;Fourth, the design of pipelines and oil companies key performance indicator system necessity;The fifth is on the pipeline companies KPI performance management system based on the implementation of steps and measures;Six of the pipeline companies KPI performance-based management system to improve operational effectiveness and direction of summing up.
本文主要从六个方面进行阐述:
第一,主要说明论文研究的背景、目的和意义,研究思路和方法;二是对绩效及绩效管理理论进行了阐述,并介绍了关键绩效指标(KPI)的定义及特点;三是对青海油田管道输油公司现行绩效管理存在的问题及原因进行分析;四是对管道输油公司设计关键绩效指标体系必要性进行说明;五是论述了管道公司基于KPI绩效管理体系的实施步骤与措施;六是对管道公司采用基于KPI绩效管理体系运行效果和改进方向进行总结。
In the economic integration and globalization of the business environment, competition among enterprises is becoming increasingly fierce,the competition is in the final analysis the quality of human resources competition,in the face of new challenges and the competitive environment,the effective management of human resources will become an important strategic enterprises one of the missions,and performance management is a modern human resources management issue at the core of modern management as a tool for effective performance appraisal system to help companies achieve the mission,and create efficiency,innovation and development of a source of motivation. With the establishment of the socialist market economy,the east-west development gap between enterprises growing,and the fundamental reason for this is that the northwest region is the level of business administration in particular has lagged far behind human resources management,performance management,the concept of system design and operation and modern practice enterprise system to meet the requirements. Over the years the author combine their own oil pipeline in Qinghai Oilfield Company reality of the work,the company's performance management and the status of the main problems facing were investigated,based on a set of KPI performance management system.
This paper mainly on six aspects:
First,the major papers on the background,purpose and significance of research ideas and methods;Second is the achievement and performance management theory,and explains and describes the key performance indicators (KPI),the definition and characteristics;Third,the Qinghai Oilfield pipeline transmission companies existing performance management problems and the reasons for the existence of the analysis;Fourth, the design of pipelines and oil companies key performance indicator system necessity;The fifth is on the pipeline companies KPI performance management system based on the implementation of steps and measures;Six of the pipeline companies KPI performance-based management system to improve operational effectiveness and direction of summing up.
引文
[1]余凯成,程问问,陈维政.人力资源管理[M].大连:大连理工大学出版社,1999
[2]陈凌芹.绩效管理[M].北京:中国纺织出版社,2004
[3]Armstrong,M.Performance Management[M].London:Logan Page,1994
[4]Williams,R.S.Performance Management[M].London:International Thomson Business Press,1998
[5]Appelbaum,E.T.Bailey,P Berg.Why Nigh Performance Work Systerms Payoff[M].NY:cornell University Press,2000
[6]Hartel.How to Re-engineer Your Performance Management Process[M],London:Clays Ltd.St Ives plc,1995
[7]Fletcher.Routes to Improved Performance[M].London:Institute of Personnel Management,1999
[8]付亚和,许玉林.绩效考核与绩效管理[M].北京:电子工业出版社,2003,6
[9]埃迪·奥本,陈玲译.现代企业诊断[M].北京:机械工业出版社,2003,6
[10]Waiters.M.The performance management Handbook[M].London:Institute of Perdonnel and Development,2001
[11]周文,虞涛.绩效管理[M].长沙:湖南科学技术出版社,2005
[12]麦斯特企业管理研究中心.员工绩效考核[M].北京:经济日报出版社,2004
[13]饶征,孙波.以KPI为核心的绩效管理[M].北京:中国人民大学出版社2002
[14]斯蒂芬.P.罗宾斯.管理学[M].北京:中国人民大学出版社,1997
[15]张晓彤.绩效管理实务[M].北京:北京大学出版社,2002
[16]加里.德斯勒,刘听,吴雯芳等译.人力资源管理[M].北京:中国人民大学出版社,1999
[17]金燕,白皓,林锐标.平衡积分卡应用实务[M].深圳:海天出版社,2004
[18]廖泉文.人力资源考评系统[M].济南:山东人民出版社,2000
[19]雷鸣.推销员绩效考核的内客与指标[J].工厂管理,2005,6
[20]张兵.如何评价企业中层干部的业绩[J].工厂管理,2006,2
[21]李士安.KPI+360.收获考核果实[J].人力资源,2005,2
[22]张秀芳.当议企业员工考评中他人考评和自我考评的结合[J].人力资源管理2005,2
[23]孙秋红,张素华.多维动态考评[J].中国人力资源开发,2006,5
[24]李洪涛.360度绩效评价探析[J].中国人力资源开发,2005,2
[25]时勘,杨继锋.360度反馈评价模式[J].工厂管理,2006,2
[26]易开刚.KPI考核内涵、流程及对策探究[J].技术经济2005,1
[27]金键.以目标管理实现绩效考核[J].中国人力资源开发,2006,6
[28]王淑红,龙立荣.绩效管理综述[J].中外管理导报,2006,9
[29]谭红军,唐素琴.信息不对称影响考核准确度[J].科学时报,2005,11
[30]陶宽.如何建立关键业绩指标体系[J].中国人力资源开发,2005,2
[31]吴志明.KPI帮你解决绩效评估中的难题[J].中外管理导报,2006,7
[32]张键卫,刘玉新.绩效考核的生命线[J].中国人力管理技术,2005,6
[33]曾宝忠.平衡记分卡与绩效管理.现代企业管理[J],2006,1
[34]仲理峰,时勘.绩效管理的几个基本问题[J].南开管理评论,2005,9
[35]任千里.测一测目标设置是否合理[J].中国人力资源开发,2006,2
[36]中国人力资源开发网.http://www.chinahrd.net/.2007-05
[37]中国人力资源网.http://www.hr.com.cn/.2007-04
[2]陈凌芹.绩效管理[M].北京:中国纺织出版社,2004
[3]Armstrong,M.Performance Management[M].London:Logan Page,1994
[4]Williams,R.S.Performance Management[M].London:International Thomson Business Press,1998
[5]Appelbaum,E.T.Bailey,P Berg.Why Nigh Performance Work Systerms Payoff[M].NY:cornell University Press,2000
[6]Hartel.How to Re-engineer Your Performance Management Process[M],London:Clays Ltd.St Ives plc,1995
[7]Fletcher.Routes to Improved Performance[M].London:Institute of Personnel Management,1999
[8]付亚和,许玉林.绩效考核与绩效管理[M].北京:电子工业出版社,2003,6
[9]埃迪·奥本,陈玲译.现代企业诊断[M].北京:机械工业出版社,2003,6
[10]Waiters.M.The performance management Handbook[M].London:Institute of Perdonnel and Development,2001
[11]周文,虞涛.绩效管理[M].长沙:湖南科学技术出版社,2005
[12]麦斯特企业管理研究中心.员工绩效考核[M].北京:经济日报出版社,2004
[13]饶征,孙波.以KPI为核心的绩效管理[M].北京:中国人民大学出版社2002
[14]斯蒂芬.P.罗宾斯.管理学[M].北京:中国人民大学出版社,1997
[15]张晓彤.绩效管理实务[M].北京:北京大学出版社,2002
[16]加里.德斯勒,刘听,吴雯芳等译.人力资源管理[M].北京:中国人民大学出版社,1999
[17]金燕,白皓,林锐标.平衡积分卡应用实务[M].深圳:海天出版社,2004
[18]廖泉文.人力资源考评系统[M].济南:山东人民出版社,2000
[19]雷鸣.推销员绩效考核的内客与指标[J].工厂管理,2005,6
[20]张兵.如何评价企业中层干部的业绩[J].工厂管理,2006,2
[21]李士安.KPI+360.收获考核果实[J].人力资源,2005,2
[22]张秀芳.当议企业员工考评中他人考评和自我考评的结合[J].人力资源管理2005,2
[23]孙秋红,张素华.多维动态考评[J].中国人力资源开发,2006,5
[24]李洪涛.360度绩效评价探析[J].中国人力资源开发,2005,2
[25]时勘,杨继锋.360度反馈评价模式[J].工厂管理,2006,2
[26]易开刚.KPI考核内涵、流程及对策探究[J].技术经济2005,1
[27]金键.以目标管理实现绩效考核[J].中国人力资源开发,2006,6
[28]王淑红,龙立荣.绩效管理综述[J].中外管理导报,2006,9
[29]谭红军,唐素琴.信息不对称影响考核准确度[J].科学时报,2005,11
[30]陶宽.如何建立关键业绩指标体系[J].中国人力资源开发,2005,2
[31]吴志明.KPI帮你解决绩效评估中的难题[J].中外管理导报,2006,7
[32]张键卫,刘玉新.绩效考核的生命线[J].中国人力管理技术,2005,6
[33]曾宝忠.平衡记分卡与绩效管理.现代企业管理[J],2006,1
[34]仲理峰,时勘.绩效管理的几个基本问题[J].南开管理评论,2005,9
[35]任千里.测一测目标设置是否合理[J].中国人力资源开发,2006,2
[36]中国人力资源开发网.http://www.chinahrd.net/.2007-05
[37]中国人力资源网.http://www.hr.com.cn/.2007-04