工商管理学院知识库

随着市场经济的迅猛发展，企业中的人力资本成为其在市场竞争中的关键要素，我国化工企业虽在激烈的市场竞争中奋起向上、坚持不懈，但由于成长时间较短，在生产技术水平、科学研究能力、管理能力等方面与发达国家存在巨大差距，尤其是在人力资源管理方面。因此，如何最大化利用企业人力资源，实现企业战略目标成为当今企业管理的最大问题。绩效管理作为人力资源管理过程中的关键环节，受到越来越多的煤化工企业的重视，但大多数绩效管理体系设计往往存在设计本身的缺陷，造成企业绩效管理达不到预期目标。本文以宝丰能源集团股份有限公司作为研究对象，对其绩效管理体系中存在的问题进行深入研究，并提出优化建议与保障措施，进一步提升其市场竞争力。

首先，对煤化工行业绩效管理问题的研究背景进行介绍；其次，对已有研究进行回顾，寻求理论支撑；再次，通过封闭式问卷调查、半结构式访谈等方法，运用定性与定量分析，系统分析宝丰能源绩效管理体系现状、存在的问题及其成因。通过对宝丰能源绩效管理体系的系统分析，我们发现该企业绩效管理体系在目标管理体系、绩效评价体系、薪酬激励体系以及员工成长体系方面存在问题，且各个子系统之间没有形成价值网络。在充分明确绩效管理体系的目标原则之后，从提高员工参与度、改进绩效评价实施办法、注重质量工资、构建多元化发展道路以及激活子系统之间协调网络价值等方面提出了相应的建议，以优化宝丰能源现有绩效管理体系。同时从组织、制度和文化方面提出了保障措施，以保障宝丰能源优化后的绩效管理体系得以顺利实施。最后，本文针对研究的不足之处做出了相应的解答与回应，并对未来的研究方向给出了自己的见解。借助宝丰能源绩效管理体系的优化，进一步完善了公司的绩效管理体系，全方面、多层次提升了员工绩效管理效率，为宝丰能源乃至同行业的绩效管理工作提供借鉴与参考。

With the rapid development of market economy, the enterprise human capital becomes a key element in the competition in the market of our country although chemical enterprise in the fierce market competition rises, persistence, but because of the growth time is shorter, the production technology, scientific research ability, management ability and so on, there is a huge gap with developed countries, especially in human resource management. Therefore, how to maximize the use of corporate human resources to achieve corporate strategic goals has become the biggest problem in today's business management. Performance management as a key link in the process of human resource management, more and more coal chemical enterprises pay attention to performance management, but most of the performance management system design often exists in the design itself defects, resulting in enterprise performance management cannot reach the expected goal. This paper takes Baofeng Energy Group Co., Ltd. as the research object, conducts in-depth research on the problems existing in its performance management system, and puts forward optimization suggestions and safeguard measures to further enhance its market competitiveness.

Firstly, the research background of performance management in coal chemical industry is introduced. Secondly, review the existing research to seek theoretical support; Thirdly, the status quo, existing problems and their causes of Baofeng Energy performance management system are systematically analyzed by qualitative and quantitative analysis through closed questionnaire survey, semi-structured interview, and other methods. Through the systematic analysis of the performance management system of Baofeng Energy, we find that the performance management system of Baofeng Energy has problems in the aspects of management by objectives, performance evaluation system, salary incentive system and employee growth system, and there is no value network between each subsystem. After fully clarifying the objective principles of the performance management system, corresponding suggestions are put forward from improving employee participation, improving the implementation methods of performance evaluation, paying attention to quality wages, constructing diversified development paths, and activating the value of coordination network between subsystems, to optimize the existing performance management system of Baofeng Energy. At the same time, from the aspects of organization, system and culture, safeguard measures are put forward to ensure the smooth implementation of Baofeng Energy's optimized performance management system. Finally, this paper gives corresponding answers and responses to the shortcomings of the research and gives my own opinions on the future research direction. With the help of the optimization of Baofeng Energy performance management system, the company's performance management system has been further improved, the efficiency of staff performance management has been improved in all aspects and at various levels, and the performance management work of Baofeng Energy and even the industry has been provided with reference.