【作者】 曾稳祥；

【导师】 熊中楷；

【作者基本信息】 重庆大学 ， 产业经济学， 2002， 硕士

【摘要】 加入WTO以后，我国国有企业将面临日趋激励的竞争，这将迫使国有企业以更快的速度相应市场、以更高的效率运行。然而，长期以来，由于种种原因，国有企业一直存在员工积极性不高，效率低下的问题，而国有企业的管理者在思考和解决其绩效管理的问题时，一般情况下，都将目光聚焦在员工培训、员工绩效评估、员工收入分配等方面，虽然也收到不同程度的效果，但一直没有从根本上解决问题。如何以一种系统的眼光审视国有企业的绩效管理问题，厘清表象，洞察问题的本质，从而找到能真正解决问题的思路和方法，实现绩效管理质的突破和变革，无疑具有重要的意义。 本论文以最新的有关研究为基础，以案例研究为依据，根据系统论的观点，针对国有企业的具体实际，提出了系统地变革国有企业绩效管理的思路。本论文主要内容如下： 首先，本论文针对国有企业员工绩效评估中存在的问题，从如何保证绩效评估体系的战略一致性、效度、信度、可接受性和明确性入手，以案例研究为基础，就选择绩效评估工具、构建绩效评估系统、制定科学合理的评估指标以及如何对绩效评估结果进行处理进行了专门的论述，针对国有企业在绩效评估过程中进行全员排名容易出现的误差，构建了员工考评得分二次调整模型，在很大程度上规避了由于不同部门打分标准宽严不一而导致的误差。 接着，针对当前国有企业在设计员工报酬体系、强化激励机制中存在的具体问题，本论文根据公平理论的观点，完善了颇具先进性的岗位价值评价工具——得分因素法，通过案例研究，构建起比较完整的得分因素法评分量表，从而为国有企业变革员工报酬体系，评定岗位价值提供了基本依据。 然后，本文进一步指出要从根本上解决当前国有企业所面临的绩效低下的问题，必须从源头上着手，调整组织结构与发展战略的匹配性，通过职能制管理和流程化管理的比较分析，论述了针对国有企业条块分割的职能式组织进行流程化再造的必要性，并且阐述了流程化再造基本步骤以及如何看待和处理在流程化再造中出现的问题。 最后，以流程化组织再造为基础，本论文论述了国有企业进行工作再设计的必要性及具体实施办法，特别地，针对国有企业的具体现实，本论文揭示了国有企业中管理职位设计经常出现的问题，并且提出了相应的解决办法。更多还原

【Abstract】 After entry into WTO, the competition that Chinese state-owned enterprises face will upgrade. This threat will force state-owned enterprises to adapt market with higher speed and efficiency. But state-owned enterprises always confront with the problem of low enthusiasm and efficiency. To solve this difficulty, the managers do a great many efforts and focus on staff training, performance measurement and income allocation. Yet it works a little. Therefore it is bound to be great significant if we scan state-owned enterprises’ performance with a systematic attitude and apperceive truth in the fact, which aiming to search the right idea the method, make breakthrough and innovation in performance management.Based on the recently research work and supplied by case research, this paper brings forward the systematic idea of reform state-owned enterprises’ performance management according to the system theory and actual situation. The main points is as followed.Firstly, as for the problem in the staff performance measurement, we specially dissertate how to choose performance measurement tools, how to design performance measurement system and how to confirm scientific evaluation index. After that we design staff evaluation second-adjustment model to resolve the error in all staff evaluation. As a result, it can escape the errors in evaluation disagreement.Secondly, concerning the difficulties appeared in staff income design and incentivesystem, we perfect the advanced position value evaluation tool------score-factor method.And by the help of case analysis, we create the score-factor evaluation table, provided the foundation for position value evaluation.Thirdly, in order to solve the problem of low-performance radically, we shall start from the root and adjust the fitness between organizational structure and development strategy. We also analyze the necessity of process re-engineering on the ground of comparison between functional management and process management. Moreover we discuss the basic step of process re-engineering and how to handle the emergency in it.Last, we probe into the necessity and concrete implementary ways based on the research of general organizational structure reform. Especially this paper opens out the problems that often happens in position design and gives the relevant resolution.更多还原