联系我们

论文查询结果	返回搜索

论文编号：	2487
作者编号：	2220080846
上传时间：	2010/6/10 15:16:49
中文题目：	国有建筑施工企业改制后的绩效管理研究
英文题目：	Research on the achievements and administration of the state-owned Building Construction enterprise after reform
指导老师：	张玉利
中文关键字：	关键词：国有企业改革 现代企业制度 绩效管理 青岛一建
英文关键字：	Key words: state-owned enterprise, reform of modern enterprise, system performance management, Qingdao No.1 Construction Company
中文摘要：	国有企业实施现代企业制度改革是近几年来我国经济领域中的一个重要而紧迫的课题，也是国家产业结构调整的重要内容。搞好国有企业改革，增强企业实力，对于提高中国企业在国际上的竞争力，推动社会全面发展，建设和谐社会，具有极其重要的意义。实施现代企业制度能否成功的关键，就在于是否建立了一整套完善的绩效管理体系，从而通过有效的绩效管理，调动全体员工的工作积极性，推动企业的发展。 青岛一建公司是具有国家总承包一级资质的施工企业，主要从事房屋建筑总承包施工业务。其前身是1952年成立的青岛市建筑公司。2006年6月公司完成了股份制改革。目前，公司年实现国内外营业额约18亿元，年施工面积逾300万平方米，固定资产5亿元，是青岛市乃至山东省具有一定知名度和社会影响力的施工企业。 回顾公司几十年的发展历程，青岛一建公司作为一家有着五十余年发展历史的老国有企业，改制前的青岛一建公司下属15个单位，有职工1200多人，虽然取得了不少成绩，但受历史、行业特点、管理模式等诸多因素的影响，公司在长期的发展过程中也面临着许多问题，形势十分严峻，如富余人员较多，企业负担较重，经济效益水平低下，职工观念陈旧等等。在这诸多的因素中，以产权制度为核心的体制问题尤为突出，导致责任不明，干好干坏、干多干少一个样，＂大锅饭＂现象严重。因此，如何有效实施以产权转换为核心的企业改制，建立一个“产权清晰、权责明确、政企分开、管理科学”的现代企业制度成为企业改革的方向和目标。 伴随着市场经济的深入发展，建筑施工企业在市场中的竞争也更加激烈和残酷，公司在发展过程中也同样面临严峻的挑战。为此，作者从企业实际出发，在国家和青岛市政府相关政策的指导下，勇于探索，大胆改革，积极实施以产权制度改革为核心的企业改革，经过多年的艰苦努力，终于在2006年6月，公司完成了股份制改革，国有资产全部退出，成了一个真正意义上的股份制公司――青岛一建集团有限公司。 公司实现改制后，如何在新的体制下实现快速发展，是否公司改制后必然会得到大的发展呢？在作了深入分析后，作者认为：企业改制是体制上的转变，而实施现代企业制度能否成功的关键，就在于是否建立了一整套完善的绩效管理体系，通过有效的绩效管理，调动全体员工的工作积极性，推动企业的发展，实现企业的战略目标。 本文从理论和实践两个方面，结合青岛一建公司实施现代公司制度改制前后两个时期，针对绩效管理问题进行研究。分析了青岛一建公司改制前存在的主要问题，回顾了改制前的绩效管理状况、存在的问题及原因；又综合运用实证研究、规范研究等理论研究方法、结合案例，分析了在新的体制下，建立绩效管理的总体思路、具体的应对策略、实施方案及所取得的效果；并就在实施现代公司制度、建立健全法人治理结构、完善绩效管理体系，保持企业持续健康发展，提出了进一步完善的重点措施。 本文共分四章，第一章阐述了国有企业实施现代企业制度的相关理论，从国有企业建立现代企业制度的提出，分析了现代企业制度的基本特征、主要内容和主要途径，概况了绩效管理相关理论，包括绩效管理的概念、影响绩效的因素、绩效管理与激励机制的关系以及绩效管理的作用；第二章回顾了青岛一建公司改制前的基本情况，分析了改制前公司存在的主要问题（经济效益低下、企业内部激励约束机制落后），并阐明了存在问题的症结；第三章阐述了青岛一建公司改制后的绩效管理体系建设，从公司改制后的组织架构及绩效管理的整体思路、到具体绩效管理体系建设措施进行了概述、并对比了改制前后的绩效管理的效果，分析了存在的问题；第四章对进一步完善青岛一建公司的绩效管理体系进行思考并提出建议，即创新人才管理机制、加强企业文化建设。 现代企业制度要建立两权分离的法人治理结构，以绩效管理体系建设为突破，建立激励机制，增强企业的竞争力。青岛一建公司实施的一系列改革，是对企业经济体制的改革，是以建立现代企业制度为目的的、一次深刻彻底的改革，通过改革，建立了具有现代企业特点的股份制公司。随后所实施的绩效管理，是建立在企业改制基础上，以组织战略为导向的基于目标管理（ＭＢＯ）的绩效管理系统。改制3年来，在新的绩效管理体系的推动下，企业在市场占有率、营业额利润率等方面有了较大提高；企业的核心竞争力得到有效增强：人力资源得到长足的壮大，为企业的进一步发展提供有力保障。
英文摘要：	In recent years, modern enterprise system in SOEs reform of Chinese economic sphere is an important and urgent task and an important part of national industrial structure adjustment. State-owned enterprise reform is extremely important for enhancing the strength of Chinese enterprises, strenghtening international competitiveness and promoting the comprehensive development of society. The key of the success of the implementation of modern enterprise system lies in whether to establish a set of comprehensive performance management system, whether it can mobilize the enthusiasm of all staff and promote the development of enterprises through effective performance management. Qingdao No.1 construction is a construction enterprise with the national contracting qualification, mainly engaged in construction of housing construction general contracting business. Its predecessor Qingdao City construction company was established in 1952, The company completed the shareholding reform in June 2006. Currently, the company achieved an annual domestic and foreign turnover of approximately 1.8 billion, construction area of more than 3 million square meters, fixed assets of 500 million yuan. Therefore, the company has gained some popularity and social influence in the construction business in Qingdao and even Shandong province. Recalling the development of the company, Qingdao No.1 construction as an old state-owned enterprise has 50 years history. Before restructuring, the company had 15 subordinate units, with more than 1,200 employees. Although the company had made considerable achievement, the company’s long-term process of development also faces many problems, history, industry characteristics, management and many other factors. The situation was very serious, such as surplus staff, heavy burden low level of economic effectiveness, poor concept of workers and so on. Among all these factors, the system of property rights is the core problem, which led to unclear responsibilities, and no difference between hard-working and laziness and the serious phenomenon of “The Same Big Pot”.Therefore, how to effectively implement property rights into the core of enterprise restructuring and establish a “clear property rights, power and responsibility, separation of enterprise and scientific management” modern enterprise system becomes the direction and aim of the enterprise reform. With the further development of market economy, the competition in construction companies in market becomes more and more fierce and cruel. The company faces the same severe challenges. Therefore, based on the business reality and under the guidance of the relevant policies of the country and the Qingdao municipal government, we explored courageously, reformed bravely, and implemented the reform of property rights as the core enterprise reform. After years of hard work, finally in June 2006, the company completed the shareholding reform of state-owned assets, and become to a truly joint-stock company - No.1 Construction Group Co., Ltd. Qingdao. How to achieve rapid development in the new system after restructuring and whether the company is sure to get a great development? With depth analysis, we believe that the restructuring of the enterprise is just a structural reform, while the success of the implementation of modern enterprise system lies in whether to establish a set of comprehensive performance management system. Through effective performance management, the company can mobilize all staff, encourage the development of enterprises, and achieve the enterprise's strategic goals. From the theoretical and practical aspects, this thesis combined with two periods of Qingdao No.1construction before and after implement modern corporate system restructuring, studied the performance management issues. It also analyzed main problems before the restructuring of the company, reviewed the performance management situation before restructuring, existing problems and causes, and also combined with case we comprehensively used empirical research, normative theory and research methods to analysis in the new system , the establishment of performance management of general ideas, specific coping strategies, implementation plans and the results obtained. this thesis also put forward a further comprehensive countermeasures on the implementing of modern corporate system, establishing a sound corporate governance structure, improving the performance management system and maintaining sustainable and healthy development,. This thesis is composed of four chapters. The first chapter expounded the theory of modern enterprise system of the state-owned enterprises. From the proposal of the modern enterprise system in state-owned enterprises, it analyzed the basic characteristics of the modern enterprise system, the main content and the main way to profile the performance management and concluded the theory related to the effective performance management, including the concept of performance management, factors affecting performance, performance management and incentive mechanisms for relationship and role of performance management. The second chapter reviewed the basic situation of Qingdao No.1 Construction company before restructuring, analyzed the main existing problems (low cost, internal incentive and restrictive mechanism behind), and set out the crux of problems. The third chapter clarified the performance management system of Qingdao No.1 construction company after the reform. Meanwhile, it gave an elaboration of the organization and performance management of the overall idea, including the specific performance management system measures after restructuring. It also compared the effect of performance management before and after restructuring, analyzed the existing problems. The fourth chapter dealed with how to further improve the performance management system of the Qingdao No.1 construction company, and make recommendations to innovative talent management system and strengthen the building in enterprise culture. To establish modern enterprise system, we should establish separation of ownership and corporate governance structure. The mordern enterprise system should regard performance management system as the breakthrough to establish incentives and enhance the competitiveness of enterprises. A series of reform taken place in Qingdao No.1 construction company are the reform of the enterprise economic system. The reform is based on establishing a modern enterprise system for the purpose, and it is a deep and thorough reform. Through the reform, the company established modern enterprise with the characteristics of joint-stock. The following implementation of performance management is built on the basis of enterprise restructuring, the performance management system is the system which guides by organizational strategy-oriented management based on objectives. After 3 years’ reform, turnover margin has been greatly improved in the new performance management system driven by enterprises in market share. the core competitiveness of the Enterprises has been effectively enhanced, human resources grow by leaps and bounds, which provided strong support for the enterprise for the further development.
查看全文：	预览  下载(下载需要进行登录)