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论文编号：	8604
作者编号：	2220130095
上传时间：	2016/11/28 8:30:15
中文题目：	中粮贸易有限公司绩效考核体系改进研究
英文题目：	Study on Improving the Performance Evaluation of COFCO Trading Co.Ltd.
指导老师：	崔勋
中文关键字：	组织绩效，中粮贸易，央企改革，绩效考核体系设计
英文关键字：	Organizational performance，COFCO Trading Co. Ltd，reforming of central enterprises，Design of performance appraisal system
中文摘要：	随着我国经济结构的不断调整，中央企业走向了改革发展的新阶段。近几年来，国务院国资委持续推进央企的同业重组合并，目的在于减少央企内部同业恶性竞争，提升整体盈利能力，实现做强做大央企，使央企真正成为稳定国民经济的主力军。大多数央企普遍存在机构臃肿、层级复杂、人员多、资产重、非主业多元化经营、内部上下游企业协同差等问题，为此央企重组被主要是通过管理的整合带动业务的整合和企业的文化融合，解决中央管理的企业内部重复建设及同质化竞争的问题，提升整体资源配置的效率。在中央企业合并重组的热潮下，科学合理的组织绩效考核体系对于大型央企内部的协同和整体优势的发挥起决定性作用。本文选取中谷集团、华粮集团、中粮集团相关业务“三粮合一”后的中粮贸易有限公司为研究案例，结合重组后新企业的发展战略和经营情况，总结出企业精细化管理程度低、财务管控力度不足、企业内部分散经营、考核指标仅是对总体利润指标的简单分解、缺乏协同、考核标准制定滞后、经济周期及政策利调整对考核的影响考虑不足等七项绩效考核存在问题，提出绩效考核改革的可能方向。选取具有代表性的华北公司作为方案试点，对绩效考核体系、指标、周期进行重新设计，总结出绩效考核中精细化管理是科学合理绩效考核的基础、绩效考核应当建立完整的绩效管理体系、绩效指标应根据企业经营战略合理设置并调整、建立长效的绩效考核机制、促进内部协同、保障企业持续发展的实践结论，提出企业在未来的发展中应当重视提高绩效考核的连续性、保障一体化业务与个体利益的均衡、将经理人任用和员工发展与绩效考核相结合、落实与绩效考核相匹配的激励机制、加强绩效考核的战略导向性、对团队进行个性化考核的改进方向。绩效考核研究直接关系着改革重组中国有企业的效率和经营业绩的提高，同时对国有企业人力资源系统的健康发展有借鉴意义。国资委对于中央企业的改革重组已来开帷幕，总结平稳高效过渡的中央企业在绩效考核中的优秀实践经验，有利于指导其他中央企业改革重组中加强团队协作、提高经验业绩的具体管理工作。
英文摘要：	With the continuous adjustment of China's economic structure, Chinese central Enterprise step into the new stage of reform and development. In recent years, State-owned Assets Supervision and Administration Commission of the State Council (SASAC)continue to promote common industry of central enterprise restructuring and merger, in order to reduce the internal vicious competition and enhance the overall profitability. By that mean, SASAC wants to achieve the goal that central enterprise can become bigger and stronger. With the problem of overstaffing in organizations, complex level, plenty of personnel, huge assets, diversification business and poor collaboration, most of central enterprises mainly use the management integration to achieve business integration and cultural integration, to reduce repeated construction and homogenization competition. Then it can improve the allocation of resources efficiency. In the upsurge of the central enterprise merger and reorganization, scientific and rational organization performance evaluation system plays a decisive role in the inner cooperation and the synergistic advantage of to the large central enterprises. The object of this paper is the COFCO Trade Co. Ltd which combined with China Grain group, related business of COFCO and CHINA GRAIN＆LOGISTICS CORPORATION. With the new development strategy and management situation, we can sum up the problem of performance appraisal are poor fine management degree, insufficient internal financial control, decentralized management, evaluation index relaying on simple decomposition, lack of coordination, assessment standards lag, ignoring economic cycle and policy adjustment. We can reform the corporation by solving the problem above. The paper selects North China region as the pilot program to redesign the performance appraisal system, then sum up the conclusion including that fine management is basis of scientific and rational performance appraisal and a reasonable set of business strategy and adjustment, the establishment of long-term the performance appraisal system, promoting internal coordination are important to good performance appraisal. In the future, performance appraisal should focus on continuity, balancing security integration and individual interests, using appraisal conclusion to develop manger and staff, implementing encourage mechanism combining with performance appraisal, strategic orientation and personalized assessment. Performance evaluation directly related to the efficiency of China's enterprise in reforming and restructuring and it is very important to the human resources system healthy development of the state-owned enterprise. SASAC has stepped into the tendency of reforming central enterprises, so summarizing the good example of smooth and efficient transition of central enterprises in performance appraisal can guide the reform of other specific performance management of other central enterprises restructuring in order to strengthen the team cooperation and improve the performance and other management experience.
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