上海石化塑料事業(yè)部績效管理體系的構(gòu)建與實(shí)施問題研究
目 錄

內(nèi)容摘要和關(guān)鍵詞................................................Ⅰ
Abstract and Key words..........................................Ⅱ
文獻(xiàn)綜述........................................................Ⅲ
一、績效管理理論綜述............................................1
（一）績效......................................................2
（二）績效評(píng)估..................................................2
（三）績效管理與績效評(píng)估區(qū)別....................................2
（四）績效管理的主要特點(diǎn)........................................3
（五）績效管理體系..............................................3
二、研究方法與設(shè)計(jì)..............................................4
（一）研究的對(duì)象和內(nèi)容…........................................4
（二）研究的方法................................................4
三、塑料事業(yè)部績效管理現(xiàn)狀......................................4
（一）塑料事業(yè)部的現(xiàn)狀..........................................4
（二）加強(qiáng)內(nèi)部管理是提高競爭能力，促使績效回升的關(guān)鍵............5
（三）對(duì)塑料事業(yè)部績效管理調(diào)查研究..............................5
（四）績效溝通是績效管理的靈魂與核心............................6
（五）塑料事業(yè)部在績效管理上存在的問題..........................6
四、塑料事業(yè)部績效管理體系的構(gòu)建................................7
五、塑料事業(yè)部績效管理體系方案的實(shí)施............................8
（一）是以2號(hào)裝置作為績效管理體系實(shí)施試點(diǎn)......................8
（二）是對(duì)績效管理體系實(shí)施的效果評(píng)估............................9
（三）是方案實(shí)施中應(yīng)處理好三個(gè)關(guān)系..............................9
六、結(jié)論與建議..................................................9
參考文獻(xiàn)........................................................10
致謝............................................................11

內(nèi) 容 摘 要

論文從績效管理理論出發(fā)，結(jié)合對(duì)上海石化塑料事業(yè)部在績效管理中存在問題的分析，揭示出在時(shí)代變革的背景下，構(gòu)建科學(xué)、有效的績效管理體系是使塑料事業(yè)部參與競爭、贏得競爭、取得效益的基礎(chǔ)。
本論文采用調(diào)查研究、綜合分析以及實(shí)證法進(jìn)行研究，理論聯(lián)系實(shí)際，對(duì)績效管理理論加以綜合運(yùn)用，且作為本文指導(dǎo)性的理論基礎(chǔ)：構(gòu)建上海石化塑料事業(yè)部績效管理體系，優(yōu)化企業(yè)管理，充分調(diào)動(dòng)員工的工作熱情，更好地促進(jìn)上海石化塑料事業(yè)部的發(fā)展。
本論文認(rèn)為，基于國內(nèi)員工固有的工作態(tài)度和價(jià)值觀，以及勞動(dòng)力市場的供過于求，傳統(tǒng)的績效考評(píng)可能目前還適用于大多數(shù)企業(yè)，但從長遠(yuǎn)看，特別是在中國加入WTO以后，人力資源成本逐漸上漲，企業(yè)為了提高競爭力，培育和發(fā)展有歸屬感與專門技術(shù)的管理人員和普通員工時(shí)，績效管理會(huì)受到越來越多企業(yè)的重視。

關(guān)鍵詞：
績效管理體系 績效管理 績效考評(píng)
Abstract

Papers from the performance management theory, combined with Shanghai Petrochemical plastics division in the performance management problems of the analysis, reveals in the reform era background, constructing a scientific, effective performance management system is to make plastic career ministry to participate in the competition, to win the competition, gain benefit foundation.
This paper uses survey research, comprehensive analysis and empirical method to research, theory and practice of performance management theory, try to be applied integratedly, and as the guiding theory: Construction of Shanghai Petrochemical plastics business department performance management system, the optimization of enterprise management, and fully mobilize the enthusiasm of the staff, to better promote the Shanghai Petrochemical plastics division the development of.
This paper believes that, based on the domestic employees intrinsic work attitudes and values, as well as the labour market pile up in excess of requirement, traditional performance eva luation may now also applies to most of the enterprises, but from long-term look, especially after China joined the WTO, the human resources cost rises gradually, in order to improve the competitiveness of enterprises, to cultivate and develop the sense of belonging and specialized technical management personnel and the general staff, performance management will be valued by more and more enterprises．

Key words：
Performance management system; performance management;
performance appraisal