大庆采油三厂400万吨原油生产项目绩效管理研究
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摘要
随着全球经济一体化的加速发展,竞争日益激烈,如何保证项目团队活动能够与团队目标保持一致,并且不断提升团队绩效和建设水平,对项目团队进行有效的绩效管理就成为不可缺少的一环。本文紧紧围绕采油三厂400万吨原油生产项目,先从理论上对团队绩效管理和团队绩效管理主要运作模式等进行了探讨,并对国内绩效管理的现状和存在的问题进行了深入的分析。在此基础上,对采油三厂原有绩效管理模式进行分析,指出了在组织结构、绩效管理工作流程和绩效管理体制方面存在的问题。特别是针对采油三厂在实施绩效管理过程中出现的弊端,提出了改进的具体设想。最后,对构建绩效管理体系的基本要求和遵循的基本原则进行研究,导入业绩合同和综合测评考评,并对绩效管理实施障碍及应对策略进行剖析,提出了改进和完善绩效管理的具体建议和措施,从而构建起全员、立体、多角度的绩效管理体系。
Develops high speed along with our country national economy, our country petroleum consumption quantity and the import volume climbs high year after year only, energy anxious contradictory day by day prominent. In this case, the Daqing Oil Field stands in the maintenance national strategy security political altitude, has formulated 40 millions again stable production ten year strategic target. Of a extraction three factory as Daqing Oil Field Main force Extraction Factories, facing the Daqing Oil Field output pressure, shared on own initiative for the company, proposed yearly produced 4 millions ton crude oils to continue the stable production project. But the third extraction factory undergoes more than 40 years highly effective developments, the oil-field development entered the especially high watery time, The oil field surplus recoverable resources are few, the cost rises year by year, the production and the maintenance work load increase, complete 4 millions ton production project difficulty to be getting bigger and bigger. Regarding 4 millions ton crude oil production project, the Daqing Oil Field third extraction factory comprehensive carrying out team achievements management, layer upon layer transmits the responsibility pressure regarding the enterprise, arouses and stimulates staff's enthusiasm, guaranteed that the enterprise achieves the year production operation goal, appears more important。
This article according to the situation duty which the enterprise internal and external environment and faced, the union enterprise characteristic and the development reality, utilization management theories and the method and so on project management, management by objectives, flow restoration, the analytical study Daqing Oil Field third extraction factory carrying out achievements management existence question, and to take completed the oil gas production task to conduct the research and the exploration as the core business extraction factory implementation achievements management method, made the improvement concrete tentative plan with the plan。
The first chapter, first to the team achievements management and theories and so on team achievements management main operation pattern has carried on the discussion, specially has analyzed the overseas achievements management general character characteristic by the example, has pointed out the domestic achievements management existence question and the flaw. At present, overseas is specially the Western developed country, the achievements management, regardless of being the fundamental research, practices is quite mature. In the practice, the overseas enterprise's achievements management has received management by objectives principle, mainly uses the plan, the appraisal, the feedback, the improvement achievements management flow。Also had many innovations in the achievements management aspect, presented the new achievements management model and the management tool, like the KP labor achievements examination pattern, the BSC balanced product branch customs station management pattern, 360 degree achievements examination pattern and so on, promoted the achievements management level enhancement. The Chinese Enterprise achievements management system construction was still at the initial stage, the achievements management system not yet consummates, the existence goal is not clear about, the system not completely, the system design to lack questions and so on scientific nature, operation insufficient standard.
The second chapter, this chapter in fundamental research's foundation, inducts effectively to the third extraction with the implementation achievements management carries on the elaboration, has analyzed the implementation project achievements management concrete step and the achievements management effect appraisal. At present the third extraction factory implementation achievements management is mainly aims at the leader class administrative personnels, the general management personnel, the professionals and the operation service personnels four kind of different post staffs, determined that the different achievements management content, adopts the different achievements management form. The achievements examination mainly includes the achievement contract examination, the work mission examination and the synthesis evaluation examines and critiques three aspect contents, and aims at the different examination content determination date, the week, the month, the year and so on different examination cycle, the examination strictly carries on according to the stipulated procedure and the standard, adopts the synthesis scoring the means to implement the quantification allocation, and according to examination result, no bluffing.
The third chapter, this chapter analytical study third extraction factory organizational structure, project achievements supervisory work flow and project achievements management system question. Specially aims at the third extraction factory to present the achievements management in the implementation achievements management process to lack the system to know that to lack the process communication, the inspection to lack, the inspection result to lack the feedback, the inspection result operationally not to carry out, the monitoring to lack malpractices and so on validity, the analysis made the improvement concrete tentative plan. First, wants the science establishment essential achievement target and the prime task duty inspection project; second, strengthening regular work, key work, temporary duty operational practice inspection; Third, insisted that from the work achievement, the core competencies, individual quality, the work four aspects, to the different stratification plane personnel, according to the different weight, carries on the comprehensive quantification inspection.
The fourth chapter, this chapter in elaborated that in the enterprise general goals' foundation, the basic principle which and follows to the third extraction factory implementation achievements management system construction's essential requirements conducts the research, and introduced the entropy value law to elaborate the target weight's determination, as well as carried on the analysis to the achievements management implementation barrier and the dealing with strategy. The implementation achievements management's basis lies in the guarantee enterprise strategy goal realization. The achievements management system management system's design must first limit to achieve some kind of goal to individual characteristic is anything, determined that integrates the achievements management the content, then re-engineering corresponding achievements weight and feedback system. As the extraction factory, establishes the achievements management system to insist that with the team goal consistent, the prominent achievement, the responsibilities and rights and benefits consistent, the objective and fair fair public, the lamination classification, the progressive inspection, concise practical, gives dual attention comprehensively, inspects strictly cashes nine principles hardly, simultaneously must aim at extracts oil three factory in implementation achievements management process malpractices, uses the entropy value law determination weight, the enhancement achievements assessment method quantifying degree.
Through the research analysis, obtains five understanding: First, the implementation team achievements management will pay great attention the future compared to the pure inspection, will drive compared to the achievements wages arrives, management by objectives, the Total Quality Management connotation will be richer than, the foundation will be more reliable, stamina foot. Second, the enterprise in the team achievements management's entire process, should take the team goal as the instruction, pays great attention from to achieve the goal the initial stage, how the implementation stage to the feedback stage entire process to the team and the member to carry on the communication and counselling. Third, in the achievements management process, must insist that take the human this as, molds humanist develops, the widespread participation positively, unites the upward enterprise culture, promoted the superintendent and staff's communication exchange, the enhancement team's cohesive force and troop's battle efficiency. Fourth, in reality, the achievements management needs certainly to act according to the different post the concrete characteristic to draw up the target-oriented inspection means and the standard. Fifth, the team achievements management must have the quantity standard, evaluates staff's achievement objectively through the quantification inspection; Must have the archery target to demonstrate that arouses staff's work enthusiasm fully through the rank rewards and punishment. Through carries on the quantification inspection to all levels of units and the staff, fair, accurate, evaluates it effectively to enterprise's value, and implements the compensation according to amount of work, according to“achievements”assignment, thus the stimulation troop vigor, raises the enterprise combined earnings, the promotion project goal's real situation is present. Sixth, the staff achievements appraisal is from the system, the relation, the dynamic angle of view, carefully examines the staff achievements question from the enterprise whole management and operation's angle of view, through enhances staff individual achievements, stressed that continually, the dynamic achievements communication and the achievements feedback, achieves organization's development targets.
Develops high speed along with our country national economy, our country petroleum consumption quantity and the import volume climbs high year after year only, energy anxious contradictory day by day prominent. In this case, the Daqing Oil Field stands in the maintenance national strategy security political altitude, has formulated 40 millions again stable production ten year strategic target. Of a extraction three factory as Daqing Oil Field Main force Extraction Factories, facing the Daqing Oil Field output pressure, shared on own initiative for the company, proposed yearly produced 4 millions ton crude oils to continue the stable production project. But the third extraction factory undergoes more than 40 years highly effective developments, the oil-field development entered the especially high watery time, The oil field surplus recoverable resources are few, the cost rises year by year, the production and the maintenance work load increase, complete 4 millions ton production project difficulty to be getting bigger and bigger. Regarding 4 millions ton crude oil production project, the Daqing Oil Field third extraction factory comprehensive carrying out team achievements management, layer upon layer transmits the responsibility pressure regarding the enterprise, arouses and stimulates staff's enthusiasm, guaranteed that the enterprise achieves the year production operation goal, appears more important。
This article according to the situation duty which the enterprise internal and external environment and faced, the union enterprise characteristic and the development reality, utilization management theories and the method and so on project management, management by objectives, flow restoration, the analytical study Daqing Oil Field third extraction factory carrying out achievements management existence question, and to take completed the oil gas production task to conduct the research and the exploration as the core business extraction factory implementation achievements management method, made the improvement concrete tentative plan with the plan。
The first chapter, first to the team achievements management and theories and so on team achievements management main operation pattern has carried on the discussion, specially has analyzed the overseas achievements management general character characteristic by the example, has pointed out the domestic achievements management existence question and the flaw. At present, overseas is specially the Western developed country, the achievements management, regardless of being the fundamental research, practices is quite mature. In the practice, the overseas enterprise's achievements management has received management by objectives principle, mainly uses the plan, the appraisal, the feedback, the improvement achievements management flow。Also had many innovations in the achievements management aspect, presented the new achievements management model and the management tool, like the KP labor achievements examination pattern, the BSC balanced product branch customs station management pattern, 360 degree achievements examination pattern and so on, promoted the achievements management level enhancement. The Chinese Enterprise achievements management system construction was still at the initial stage, the achievements management system not yet consummates, the existence goal is not clear about, the system not completely, the system design to lack questions and so on scientific nature, operation insufficient standard.
The second chapter, this chapter in fundamental research's foundation, inducts effectively to the third extraction with the implementation achievements management carries on the elaboration, has analyzed the implementation project achievements management concrete step and the achievements management effect appraisal. At present the third extraction factory implementation achievements management is mainly aims at the leader class administrative personnels, the general management personnel, the professionals and the operation service personnels four kind of different post staffs, determined that the different achievements management content, adopts the different achievements management form. The achievements examination mainly includes the achievement contract examination, the work mission examination and the synthesis evaluation examines and critiques three aspect contents, and aims at the different examination content determination date, the week, the month, the year and so on different examination cycle, the examination strictly carries on according to the stipulated procedure and the standard, adopts the synthesis scoring the means to implement the quantification allocation, and according to examination result, no bluffing.
The third chapter, this chapter analytical study third extraction factory organizational structure, project achievements supervisory work flow and project achievements management system question. Specially aims at the third extraction factory to present the achievements management in the implementation achievements management process to lack the system to know that to lack the process communication, the inspection to lack, the inspection result to lack the feedback, the inspection result operationally not to carry out, the monitoring to lack malpractices and so on validity, the analysis made the improvement concrete tentative plan. First, wants the science establishment essential achievement target and the prime task duty inspection project; second, strengthening regular work, key work, temporary duty operational practice inspection; Third, insisted that from the work achievement, the core competencies, individual quality, the work four aspects, to the different stratification plane personnel, according to the different weight, carries on the comprehensive quantification inspection.
The fourth chapter, this chapter in elaborated that in the enterprise general goals' foundation, the basic principle which and follows to the third extraction factory implementation achievements management system construction's essential requirements conducts the research, and introduced the entropy value law to elaborate the target weight's determination, as well as carried on the analysis to the achievements management implementation barrier and the dealing with strategy. The implementation achievements management's basis lies in the guarantee enterprise strategy goal realization. The achievements management system management system's design must first limit to achieve some kind of goal to individual characteristic is anything, determined that integrates the achievements management the content, then re-engineering corresponding achievements weight and feedback system. As the extraction factory, establishes the achievements management system to insist that with the team goal consistent, the prominent achievement, the responsibilities and rights and benefits consistent, the objective and fair fair public, the lamination classification, the progressive inspection, concise practical, gives dual attention comprehensively, inspects strictly cashes nine principles hardly, simultaneously must aim at extracts oil three factory in implementation achievements management process malpractices, uses the entropy value law determination weight, the enhancement achievements assessment method quantifying degree.
Through the research analysis, obtains five understanding: First, the implementation team achievements management will pay great attention the future compared to the pure inspection, will drive compared to the achievements wages arrives, management by objectives, the Total Quality Management connotation will be richer than, the foundation will be more reliable, stamina foot. Second, the enterprise in the team achievements management's entire process, should take the team goal as the instruction, pays great attention from to achieve the goal the initial stage, how the implementation stage to the feedback stage entire process to the team and the member to carry on the communication and counselling. Third, in the achievements management process, must insist that take the human this as, molds humanist develops, the widespread participation positively, unites the upward enterprise culture, promoted the superintendent and staff's communication exchange, the enhancement team's cohesive force and troop's battle efficiency. Fourth, in reality, the achievements management needs certainly to act according to the different post the concrete characteristic to draw up the target-oriented inspection means and the standard. Fifth, the team achievements management must have the quantity standard, evaluates staff's achievement objectively through the quantification inspection; Must have the archery target to demonstrate that arouses staff's work enthusiasm fully through the rank rewards and punishment. Through carries on the quantification inspection to all levels of units and the staff, fair, accurate, evaluates it effectively to enterprise's value, and implements the compensation according to amount of work, according to“achievements”assignment, thus the stimulation troop vigor, raises the enterprise combined earnings, the promotion project goal's real situation is present. Sixth, the staff achievements appraisal is from the system, the relation, the dynamic angle of view, carefully examines the staff achievements question from the enterprise whole management and operation's angle of view, through enhances staff individual achievements, stressed that continually, the dynamic achievements communication and the achievements feedback, achieves organization's development targets.
引文
[1]罗伯特·巴克沃著,陈舟平译,《绩效管理如何考评员工表现》.[M] .中国标准出版社,2002年5月第三次印刷。
[2]张建国、徐伟主编,绩效体系设计.[M] .北京工业大学出版社。
[3]李泽尧、付吟烨、李为敏,企业目标责任制考核方法与实例. [M] .广东经济出版社。
[4]曹荣、孙宗虎编著,绩效考评与激励管理.[M] .世界知识出版社。
[5]杨剑、白云、郑蓓莉编著,目标导向的绩效考评. [M] .中国纺织出版社。
[6]赵文明、赵建华,员工绩效考核与绩效管理实用手册.[M].北京出版社.2005。
[7]理查德·威廉姆斯,业绩管理.[M].赵政斌译.沈阳:东北财经大学出版社,1999。
[8]费迪南·佛尼斯,绩效!绩效!提高员工业绩的教导对谈法.[M].北京:中国财政经济出版社.2002。
[9]斯蒂芬P·罗宾斯,组织行为学.[M].北京:中国人民大学出版社,1997。
[10]徐芳,团队绩效测评技术与实践.[M].北京:中国人民大学出版社,2003。
[11]彼得F·杜拉克,公司绩效测评.[M].北京:中国人民大学出版社,1999。
[12] [美]安尼玛丽·卡拉西洛,团队建设.[M].于军,贡献译.北京:企业管理出版社,2004。
[13]〔美〕罗伯特·巴克沃,绩效管理.[M].陈舟平译.中国标准出版社,2001。
[14]卡洛斯·A·安鲁达和戴维·J希克森《,英国与巴西管理决策的比较》.[M].跨文化管理,机械工业出版社,2004年版。
[1]李世杰,走入误区的绩效管理[J].企业管理, 2004,(5)。
[2]徐旭珊、黄玉清、吴碧英,企业项目团队的绩效管理研究探析[J].现代管理科学, 2003,(6)。
[3]姚德超、向红梦,绩效管理探析[J].中国中小企业, 2008,(12)。
[4]周毅,关于绩效管理工作的实践与思考[J].湖北电业, 2008,(06)。
[5]李京滨、朱明、王军,论有效实施员工的绩效管理[J].内蒙古科技与经济, 2008,(22)。
[6]孙凤湘、张国德,实施战略性绩效管理[J].中国石油企业, 2008,(11)。
[7]吴海燕、单国旗、钟添明,沟通对实现绩效目标的影响力探析[J].管理观察, 2008,(20)。
[8]钟新周,绩效考核的误区及其规避[J].才智, 2008,(22)。
[9]刘洁,电力企业绩效管理探究[J].科技资讯, 2008,(32)。
[10]万卫,博弈论对绩效管理的分析及对策建议[J].华商, 2008,(20)
[11]江城,中西合璧的绩效管理——以摩托罗拉为例[J].中国人才, 2008,(23)。
[12]肖德云,胡树华,戴勇.组织学习嵌入的绩效管理运行机制实证研究[J].科学学研究, 2008,(06)。
[13]陈虹,国内企业绩效管理现状调查[J].中国人力资源开发.2003。
[14]付亚和、许玉林,绩效管理[J].复旦大学出版社,2003年版。
[15]黎永泰,黎伟,《企业管理的文化阶梯》[J].四川人民出版社,2003年版。
[16]约翰·科特,企业文化与绩效管理[J].华夏出版社,1997年版。
[17]迈克尔.波特,竞争论[J].,中信出版社,2003年版。
[18]罗氓,构建管理学学科体系的研究范式和经验法评析[J].经济管理,2003年第2期。
[19]林恩.夏普.佩因,公司道德一高绩效企业的基石[J].机械工业出版社,2004年版。
[20]赵履宽,体制改革与人力资源开发一中国的当务之急,中国民营科技与经济[J].,2005年第4期。
[21]高平平、杨德君,团队管理在企业新产品开发项目中的运用[J].上海企业,2002。
[2]张建国、徐伟主编,绩效体系设计.[M] .北京工业大学出版社。
[3]李泽尧、付吟烨、李为敏,企业目标责任制考核方法与实例. [M] .广东经济出版社。
[4]曹荣、孙宗虎编著,绩效考评与激励管理.[M] .世界知识出版社。
[5]杨剑、白云、郑蓓莉编著,目标导向的绩效考评. [M] .中国纺织出版社。
[6]赵文明、赵建华,员工绩效考核与绩效管理实用手册.[M].北京出版社.2005。
[7]理查德·威廉姆斯,业绩管理.[M].赵政斌译.沈阳:东北财经大学出版社,1999。
[8]费迪南·佛尼斯,绩效!绩效!提高员工业绩的教导对谈法.[M].北京:中国财政经济出版社.2002。
[9]斯蒂芬P·罗宾斯,组织行为学.[M].北京:中国人民大学出版社,1997。
[10]徐芳,团队绩效测评技术与实践.[M].北京:中国人民大学出版社,2003。
[11]彼得F·杜拉克,公司绩效测评.[M].北京:中国人民大学出版社,1999。
[12] [美]安尼玛丽·卡拉西洛,团队建设.[M].于军,贡献译.北京:企业管理出版社,2004。
[13]〔美〕罗伯特·巴克沃,绩效管理.[M].陈舟平译.中国标准出版社,2001。
[14]卡洛斯·A·安鲁达和戴维·J希克森《,英国与巴西管理决策的比较》.[M].跨文化管理,机械工业出版社,2004年版。
[1]李世杰,走入误区的绩效管理[J].企业管理, 2004,(5)。
[2]徐旭珊、黄玉清、吴碧英,企业项目团队的绩效管理研究探析[J].现代管理科学, 2003,(6)。
[3]姚德超、向红梦,绩效管理探析[J].中国中小企业, 2008,(12)。
[4]周毅,关于绩效管理工作的实践与思考[J].湖北电业, 2008,(06)。
[5]李京滨、朱明、王军,论有效实施员工的绩效管理[J].内蒙古科技与经济, 2008,(22)。
[6]孙凤湘、张国德,实施战略性绩效管理[J].中国石油企业, 2008,(11)。
[7]吴海燕、单国旗、钟添明,沟通对实现绩效目标的影响力探析[J].管理观察, 2008,(20)。
[8]钟新周,绩效考核的误区及其规避[J].才智, 2008,(22)。
[9]刘洁,电力企业绩效管理探究[J].科技资讯, 2008,(32)。
[10]万卫,博弈论对绩效管理的分析及对策建议[J].华商, 2008,(20)
[11]江城,中西合璧的绩效管理——以摩托罗拉为例[J].中国人才, 2008,(23)。
[12]肖德云,胡树华,戴勇.组织学习嵌入的绩效管理运行机制实证研究[J].科学学研究, 2008,(06)。
[13]陈虹,国内企业绩效管理现状调查[J].中国人力资源开发.2003。
[14]付亚和、许玉林,绩效管理[J].复旦大学出版社,2003年版。
[15]黎永泰,黎伟,《企业管理的文化阶梯》[J].四川人民出版社,2003年版。
[16]约翰·科特,企业文化与绩效管理[J].华夏出版社,1997年版。
[17]迈克尔.波特,竞争论[J].,中信出版社,2003年版。
[18]罗氓,构建管理学学科体系的研究范式和经验法评析[J].经济管理,2003年第2期。
[19]林恩.夏普.佩因,公司道德一高绩效企业的基石[J].机械工业出版社,2004年版。
[20]赵履宽,体制改革与人力资源开发一中国的当务之急,中国民营科技与经济[J].,2005年第4期。
[21]高平平、杨德君,团队管理在企业新产品开发项目中的运用[J].上海企业,2002。