汉川电厂绩效管理体系的研究与设计

华中科技大学硕士学位论文汉川电厂绩效管理体系的研究与设计姓名：张瑞昌申请学位级别：硕士专业：工商管理指导教师：李顺才20051009II,,IIIABSTRACTWithgradualcompletionoftheeconomicsystemofmarketofourcountryandthedeepeninggraduallyofelectricsystemreform,andthemarketenvironmentthatChineseenterprisesfacebecomesmoreandmorecomplicated.itisofgreatcontemporaryimportancethathowtomeettheneedsofnewchangeandthenewsituation,andgraspthekeyissuesofhumanresourcedevelopmentandmanagement,andhowtobuildupascientificandrationalassessmentsystemforperformancesuitablefortheenterprise'sreality,inordertoImprovethequalityofthehumanresourcesinenterprises,releasetheinitiativeofallstaff,andincreasethecompetitivenessoftheenterprise.Thehumanresourcesisfirstresourcesofenterprises,istoolsthatenterprisesobtainedthecompetitionadvantages,whiletheperformancemanagementisthecoreofmanpowerresourcesmanagement.Thefocalpointoftheperformancemanagementliesinmakingoutstandingstaffbecomekeycompetitivenessofenterprises,andobtaining,leadinganddevelopingthematthesametime.Sotheenterprisesonlysetupandperfectscience,fairperformancemanagementsystem,andputintopractice,couldmakeenterprisesobtainthecompetitionadvantage.Havingcarefullystudiedandsummarizedthetheoryofperformanceappraisal,theauthorofthisarticleconscientiouslyanalyzedthecurrentstateandsituationofHanChuanPowerPlant(HCPP),findsoutthemainproblemforoldperformanceappraisalsystemis:thesettingofperformanceindexworkedasthebaseofperformancemanagementisdivorcedfromtheoperationsobjectiveofHCPP,thestrategyfunctionofperformancemanagementcannotperformwell,andtheexecutionresultoftheexistingperformancemanagementsystemisworseandworse,sotherevisionoftheexistingandunreasonableperformancemanagementsystemisimperative.Meanwhile,thistextputstheactualconditionsofHCPPintoconsideration,andusesthemethodofthebalancescorecardtoIVresolvetothestrategyofthepowerplant,thenusesthekeyperformanceindextorebuildperformanceindexsystemofeverydepartmentandthestaffintheenterprise,attheend,getsawholesetofnewperformancemanagementsystemswhichissuitablefortheactualconditionsofHCPP,whichincludesorganizationtarget,planning,implementation,assessment,andresponseofperformancemanagement.Furthermore,ThistextmakessomesuggestionsontheimplementationworkoftheperformancemanagementsystemofHCPPKeyWords:PerformancemanagementsystemBalancescorecard(BSC)Keyperformanceindex(KPI)I2005105______2005105200510511208020024[1]MBA,1.1122612“”—343561.21199319951999197541982162090199371995()19996123:(1920)(202090)(2090)119115219032070(Melnnes)301971(Persen)(Lezzing)4001979:(IRR)2080320901990TheBalancedScorecard1996(R.S.Kaplan)(D.P.Norton):61.31KPI21.171.1822.111223:3942Y10531250311:M=VXE(=X).:():41968[6]122.22.2.111[7]22.1+/+13:2.12[8]PDCA2.2.2[1]2.314:CEO[9]2.42.4.1122.1152.12.4.21:[10]123164[1]2()1733.11071200MW4Χ300MW300MW198712281991710300MW1993101219982712722680253361996ISO9002300MW183.21289;:19::203.312310%A.B.C.D4S.M.R.A.T(Specific),(Measurable),(Attainable(Realistic)(Time-bound)215A/B/C/D6722[11]82344.1120052():;244.2.4.34.3.1()4.3.2(KPI)KPI25(BalancedScorecard)19921:123421234265312344427:1BSC2:SMART(Specific),(Measurable),(Attainable(Realistic)(Time-bound);4.5284.3.31212345629783:123430544.3.4OEC314.3.5124.14.170%20%10%323454.2[12]4.34.2334.3613423456783591011121314154.4364.41SMART2/3456787:::37:4.54.56050202020304.14.1384.64.6615658615115201212312512344.74.7394.3.611234:212344.8567404.94.8121.2.4.9414.41KPIKeyPerformanceIndicator,/CPICommonPerformanceIndicator.KPICPICPIKPIKPICPI/KPICPI/KPICPI4.2/BSCKPIKPICPIKPICPI4.2KPICPI[13]42220009.:20051200522005:;;;:;;:#1æ#3Ʈ:#lत/#3ჲ/:#1.5%;#3-.65%.:8:#1#2;#3#44400433:4[14]BSC4452005200523221AB4400840/90%62005HR25422213222045BSCKPI72005KPIKPI4.320054.38KPIKPI123410018085%95%200%300%10%18%50304692005KPI1/*1-n*1.2.31-n*51-n*1.3.2.471234ISO900014000567A1Hz,10%B0.5Hz,5%102005KPI1KPIaKPI48bc5d443210KPI2005KPI4.104.102005KPI15537549%50%23231812%15%32342416%15%44333623%20%4922005A/B*100%0/KPIKPI4.114.11KPI123432005KPI4.122005KPIKPI11015503202/01532030153204020320410050112005CPICPI//2005CPI4.134.132005CPI/10.2120811.50.510.511.50100.512110%10%-10%0.511.50.51.50.52120.520.510.551121BSC,\,20054.144.142005%2010%15240%52%1595%15140%1020%1090%1090%30%1095%4100h23280%10%295%2%1522,4.154.15121085121086310853108645064317542(6543)20753219753264253264230432()534.51122154:;;231:552:;;45651210.3123457.MBAMBA58[1],..:,2004.1:170180[2]..:,2001.11[3][].A..:.:,2000.11[4][]...:,1999.6[5][].P...:,1997.12:194195[6]..:,2002.2[7][]...:,2002.5[8].().:,2001:174175[9][].R...:,1998.6[10]..:,2001:65[11]..,2005.9:16[12],..:,2003.1:124159[13]..:,2005.1[14].35.:,2005.1:96[15]..:,1992[16][]H..,.C...:,2002[17]..:,2001[18]R,M.()..:,1998[19]..:,199559[20]..:,2000[21]..:,1996[22]..:,1996[23].WTO.:,2002.6[24]..:,2002.2[25],..:,2002.12[26],..:,2003.1[27]..,2002.11(11)[28]..,2001(5)[29]..,2001(12)[30]DavidJ.Cherrington.TheManagementofHumanResources,Allyn&Bacon.ADivisionofSimon&Schuster,Inc.,1991[31]LarryLang,R.M.Stulz,andR.A.Walking.atestofthefreecashflowhypothesis.ThecaseofBidderReturns'JournalofFinancialEcon