绩效管理：企业核心竞争力的必由之路摘要随着加入世界贸易组织及竞争的加剧，企业的成长将主要依靠高效的管理体系和制度所培育的独特竞争力，必须要经历由量的积累向质的提升过程。企业需要优化资源配置流程，并建立起一套方法体系以设立业绩目标，以及与之相适应的激励和反馈制度，使员工的发展、能力培养和企业战略有机的结合在一起，从而不断提高企业的绩效水平。绩效管理的有效性既体现企业战略执行的能力，又能通过绩效的反馈不断修正企业的发展战略，其重要性已经引起越来越多企业管理者的关注。国外对企业绩效管理的研究越来越多的事实证明，公司的健康运行已离不开高质量的绩效管理体系。目前，由于市场的逐步开放，中国企业与国际巨头比高低、论仲伯的时代已悄然而至。因此现实要求中国企业必须在企业管理上有实质性的提高，提高生产率和降低成本，从而提升企业的核心竞争力。而推行基于实现企业目标的绩效管理，无疑是一个必然选择。而做为中石化子公司的石家庄炼油化工股份有限公司则别无选择，结合企业实际，研究与运用绩效管理理论是企业的当务之急。本文采用系统的方法进行多因素分析，把开拓创新与借鉴成功经验相结合，根据绩效管理自身发展的客观规律进行研究。对石家庄炼油化工股份有限公司绩效考核现状进行了分析，指出了其绩效考核的优点、缺陷。本文认为在探索实施以企业价值最大化为目标的企业发展战略中，必须实现由绩效考核向价值导向绩效管理的转变。同时根据石炼化公司的总体生产经营战略，结合即将实施的ERP改造，重点对绩效管理体系的导向问题、绩效管理体系与企业文化的互动关系、绩效管理体系对组织结构依存度、绩效管理体系与企业人力资源战略匹配问题、及对绩效管理是对过程的管理还是对结果的激励等问题进行了思考与一定的阐述。以期望能抛砖引玉，获得宝贵的建议与指正，在理论与实践中双丰收。关键词：绩效管理；核心竞争力；组织结构；企业文化；激励机制PERFORMANCE MANAGEMENT:THE ONLY WAY TO THE COMPETENCIES OF ENTERPRISE CORE-BASED ON THE SHIJIAZHUANG REFINNING-CHEMICAL CO.,LTD CASEAbstractWith the entry into the WTO and the competition getting fiercer and fiercer, the enterprises development mainly depends on particular competition ability of high-efficient management system, and has to undergo the change from the accumulation of quantity to the promotion of the quality. Enterprises need to optimize the resource distribution, establish a method system of setting up achievement goal and relevant promoting and feedback rules, combine staffs development and ability cultivation with the enterprises business strategy, in order to improve the enterprises performance levels. The validity of performance management (PM) can not only reflect the ability that the enterprises carry out its business strategy, but also revise the development strategies of enterprises constantly through the feedback of the performance, its importance has already caught the attention of more and more managers. The more and more facts of enterprises PM study done by foreign enterprises have proved that the health operation of enterprises depends on the high-quality PM system. Now comes the era in which SINOPEC has to compete with the international giant as the market is opening. So petrochemical enterprises have to improve business administration, boost productivity and reduce costs in order to improve the key competitiveness of enterprises, so carrying on PM based on realizing the enterprises business goal is the inevitable choice. As a subsidiary company of SINOPEC, There is no option for Shijiazhuang Refining & Chemical Co. Ltd.(SRCC), the top priority task of SRCC is to study and use the theory of PM according to the status quo. This treatise analysts the status quo of the PM of SRCC, points out the advantages and disadvantages, by way of using multifactor analysis with the systematic method, combining pioneering and inventing with learning successful experience for reference together, and carrying on research according to the objective law of PM. The author indicates that the performance examining should change into PM guided by profit during the exploration of the development strategy whose aim is the maximization of enterprises value. At the same time the author discusses the direction of PM, the relationship of corporation culture and PM, the PMs dependence on institutional framework, the match of PM system and human resource strategy, the question that PM system is the control over course or the encouragement in result, etc. The author expects to be able to attract attention, obtain the valuable suggestion, also the author expects he can get harvests in the theory and practice.Key Words：performance management；the powder of core competition；framework;the culture of enterprise;inspiriting mechanism- I -目录摘要IAbstractIII插图或附表清单1引言21 绩效管理研究的目的和意义41.1 绩效管理概论41.2 有关概念及特征41.2.1 绩效41.2.2 绩效考核51.2.3 绩效考核和绩效管理的区别51.2.4 实现从绩效考核到绩效管理转变的原因61.2.5 绩效管理及其特点61.2.6 绩效管理体系的组成及作用71.2.7 现代企业绩效管理的现状81.3 研究的重点101.4 研究方法112 石炼化公司绩效管理现状分析132.1 石炼化公司的基本状况132.2 石炼化公司绩效管理现状142.2.1 双文明考核的含义和内容142.2.2 双文明考核的组织机构和考核程序152.2.3 双文明考核办法的考核指标162.3 个人年度考核182.3.1 考评的目的和组织机构182.3.2 考评的内容和等级标准182.3.3 考评的实施步骤和方法192.3.4 考评结果的应用202.4 双文明绩效考核的价值分析212.4.1 双文明绩效考核的优点212.4.2 双文明绩效考核的缺陷223 价值导向的绩效管理分析243.1 价值导向绩效管理的阐述243.1.1 价值导向的理解243.1.2 价值导向的绩效管理的基本模式253.1.3 价值导向绩效管理体系的特点273.2 建立价值导向绩效管理体系的基础293.2.1 企业的目标定位293.2.2 价值最大化总目标的分解293.2.3 企业共同价值观的定位313.2.4 组织设计和岗位描述324 价值导向的绩效管理在石炼化公司的实践344.1 石炼化公司的使命和愿景344.2 石炼化公司的生产经营战略344.3 坚持以价值创造为中心的路径选择354.3.1 建立市场快速反应机制354.3.2 拓展产品获利空间364.3.3 全方位降低成本364.4 建立一致性的组织结构374.4.1 旧的组织结构及其存在的问题374.4.2 建立责权利相一致的组织结构384.5 营造持续改进的组织文化394.5.1 石炼化公司原有的组织文化特点394.5.2 营造石炼化公司组织文化举措394.6 依托企业信息系统开展绩效计测414.7 根据平衡计分卡的原理建立指标体系434.8 新型绩效技术的选择及应用454.9 推行目标管理的步骤和意义454.10 绩效评定与激励机制相结合474.10.1 报酬激励474.10.2 专项奖励的设置484.10.3 提供挑战性的工作和职业培训48结论50参 考 文 献51致谢53大连理工大学学位论文版权使用授权书54大连理工大学硕士学位论文插图或附