中石化南方勘探开发分公司绩效管理系统研究(1).docx
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1、编号:时间:2021年x月x日书山有路勤为径,学海无涯苦作舟页码:第49页 共49页中石化南方勘探开发分公司绩效管理系统研究内容摘要当今,随着经济全球化的推进与信息技术的迅猛发展,传统的商业竞争优势如资金、技术等不断受到质疑的情况下,上至国家、下至企业,凡是组织存在的地方,几乎都把发展的依据放在了“人”这个支撑点上。由于对“人”的依赖及绩效管理在人力资源管理中的地位和作用,绩效管理方法的研究引起了企业的广泛关注。中石化南方勘探开发分公司肩负在南方地区寻找新的、可接替的油气资源重任。今天它正面临着巨大的挑战,一方面油气资源勘探开发难度不断加大,另一方面和国际大的石油公司的竞争压力又迫使它必须将勘
2、探开发成本大幅降低。石油勘探在很大程度是勘探家的智慧和神秘自然界的竞争,勘探成效的好坏高度依赖于人。为迎接挑战,分公司生存发展的立足点只能放在员工绩效提高上。为激发员工的工作热情,需要对人力资源管理基础的现行绩效考评办法进行审视、分析,建立真正符合企业自身特点的绩效管理系统。实际效果表明,现行绩效考评办法的考核结果含糊、失真,不能全面、公正、客观地反映干部与员工的素质、潜力与工作业绩,无法用于干部升降职管理、员工上岗管理、薪酬发放管理等,导致人力资源管理难以有效开展工作,制约着企业经营战略的实现。对现行绩效管理办法分析表明,现行的绩效管理办法存在着战略一致性弱、效度低、可信度差、明确性不足等问
3、题,这些问题不是局部的、个别的、而是系统的、综合的,用小修小补的办法无济于事。其根本原因在于:现行前的绩效考评办法孤立的强调了对员工的考评,将绩效考评从绩效管理割裂开来,忽视了绩效的管理过程。在绩效运行前,没有进行工作分析或目标任务的分解形成绩效目标,使绩效考评缺乏了考评基础;在绩效运行中,没有明确如何收集绩效信息,使绩效考评失去了考评对象;在绩效期间结束时,没有关键绩效指标与标准,使绩效考评失去了考评依据;在绩效期结束后,没有明确如何进行考评结果的反馈,被考评人员也无法知道组织对他们的希望,制订绩效改进计划。要取得良好的绩效考评效果,就必须对员工绩效实施全过程管理,所以,解决现行绩效考评问题
4、的根本出路在于:从绩效考评走向绩效管理。但是,现行的绩效管理办法虽然效果不理想,但得到了管理者与员工的“默认”,这是它“存在”的理由。是否有必要进行改革,从绩效考评走向绩效管理?为此文章首先对绩效管理与绩效考评从理论上进行了比较,两者有着明显的区别,绩效管理是确保雇员的工作活动以及工作产出能够与组织的目标保持一致这样一个过程;而绩效考评仅是测量员工绩效高低的一个手段,它是绩效管理过程中的局部环节。理论分析表明绩效管理的作用有助于改进员工的绩效,从而提高组织的绩效。随后,文章从分公司、各级领导及员工三个层次进行了绩效管理的需求分析。对于分公司而言,环境的变化及在竞争中所处的不利地位迫使分公司需要
5、通过有效的绩效管理显示冗员、最终消除冗员,需要通过有效的绩效管理降本增效,形成自身的核心竞争力;公司工作战略目标的实现需要有效的绩效管理系统将目标分解到员工并激励员工共同朝着组织的目标努力,人材战略目标的实现需要有效的绩效管理系统去了解员工的能力差距并按组织的目标进行针对性培养;分公司的薪酬制度改革与其它人力资源制度需要有效的绩效管理系统支撑。对各级领导而言,有效的绩效管理可以让他们将目标分解给员工,向员工说明工作期望和衡量标准,并能通过绩效管理系统,对员工的绩效进行监督、指导、控制、纠正偏差等。但是他们对绩效管理意义和作用认识的不到位,目前这种需要还是潜在的,需要人力资源管理部门去挖掘。对员
6、工而言,有效的绩效管理以提高员工绩效为目的。一方面通过绩效考评后的奖惩,调整更换员工岗位等,给员工提高绩效动力;另一方面又会对员工绩效改进给予指导,引导员工朝正确的方向努力。对于渴望上进的大多数员工而言,他们内心需要绩效管理,但对绩效管理具体办法的公平、公正心存焦虑及他们所处位置,决定了他们的需求不会表现出主动。三个层次的需求来看,各级领导的需求是潜在的,员工的需求是被动的,他们还需要管理者去发掘。但组织对有效绩效管理系统的需求非常迫切,这种需求导致有效绩效管理系统的建立是必然的。针对分公司的需求及特点,文章在明确了分公司绩效管理系统的定位、建立原则的基础上,对绩效管理的要点,同时也是难点,关
7、键绩效指标的设计进行了研究。首先依据分公司的特点对现有员工进行了类别划分,按性质不同分为研究技术系列、生产操作系列、项目管理系列与综合管理系列。然后依据实现公司战略目标,不同系列所需要的结果、行为及个人特征,明确了不同的绩效考评内容。然后按照确定关键绩效指标的SMART原则,分系列对要求的考评内容进行了归类与适度细化,得到了要么可量化、要么可行为化的辅助考核指标与关键绩效指标体系。同时通过细化,明确了每条指标绩效的知情者或使用者,他们也就是该绩效指标的考核者。此外,对分公司建立的绩效管理系统,文章还强调了对管理过程的关注,研究了考评信息的收集形式及依靠调节考核内容权重,突出不同管理需求的方法。
8、最后文章对绩效管理系统建立、运行中可能存在的问题进行了分析讨论,提出了有针对性的解决方案。主题词:中石化南方勘探开发分公司,绩效管理系统,研究,目标,考评,指标AbstractAt present, with the propulsion of the economic globalization and the rapid development of the information technology, the traditional commercial competition advantage such as capital, technique and so on is ques
9、tioned continuously. From the government to the companies, where the organization exists, the person always is the key factor to support the development. Because of the importance of the person and the role of the performance management in the human resources management, enterprises are focusing on
10、the research of the measures of the performance management extensively.Southern exploration subsidiary of SINOPEC takes the heavy duty to search the new and substitutable oil & gas resource in the southern region. Now, it is faced up with the big challenges. On one side, it is more and more difficul
11、t to explore the oil & gas resource, on the other side the competitive pressure from the international big oil companies force it to lower the exploration cost significantly. In the big extent, oil exploration is the competition between explorers the wisdom and mystery nature. The result of explorat
12、ion relies on highly person. Facing the challenge, the keystone of survival and development of the subsidiary of SINOPEC must be the enhancement of the performance management. In order to initiate enthusiasm of the employees, it needs to check and analyze the current measures of the performance mana
13、gement and establish the performance management system which is suitable for its characteristic.The actual result shows that the test result of the existing performance evaluation measures is obscure, distortion and cant completely, fairly and objectively reflect and the staffs character, potential
14、and working performances. And it cant be used in the staff promotion and demotion management, employee working management and salary payment management etc. So it makes the human resources management ineffective and restricts the accomplishment of the management strategy. Based on the analysis of th
15、e existing performance management, it has many problems such as the weak strategy consistency, low efficiency, poor reliability and insufficient definitude. And these problems are not partial, separate, but systematic, and synthetical. Some small measures are useless. The basic reason is : the exist
16、ing performance evaluation measure emphasizes the employee evaluation isolatedly and separates the performance evaluation from performance management. So it neglects the process of the performance management. Before the performance operates, the performance evaluation is lack of the base of the eval
17、uation due to the lack of the analysis of the ongoing work and lack of the decomposing of the object. During the performance operates, there is no evaluation object for the performance evaluation because it doesnt define how to collect performance information. At the end of the performance operates,
18、 there is no evaluation base for the performance evaluation because it is lack of key performance index and standard. After the end of the performance operates, it doesnt define how to feed back the evaluation result, so the persons who are evaluated cant know the expectation of their company and ca
19、nt make their revise plan. Therefore, in order to obtain good performance evaluation result, it must achieve full management of the employees performance. And the fundamental measure to solve the existing performance evaluation lies in from performance evaluation to performance management.But, in sp
20、ite that the effect of the existing performance management is unsatisfactory, it is acquiescence by the governor and employee which is the reason why it can exists. Is it necessary to reform and from performance evaluation to performance management? For answering these questions, this paper compares
21、 theoretically the performance evaluation with the performance management at first. There exists distinct differentiation. The management of performance is a process to ensure the employee activity and operations according to the object of business. But the performance evaluation is an only way to m
22、easure staffs performance. And it is a partial link of performance management. Based on the theoretical analysis, performance management helps to improve the staffs performance and improve the performance of the whole organization.Then the paper analyzes the role of the performance management of the
23、 subsidiary, leadership layers employee.As far as the subsidiary is concerned, environmental change and the disadvantageous competitive position forces it to know employee is surplus from the performance management and it must solve the problem. Also it needs to reduce cost and increase profits by e
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