国有企业绩效管理的阿基米德支点（The Archimedes fulcrum of performance management in state owned enterprises）.docVIP

国有企业绩效管理的阿基米德支点（The Archimedes fulcrum of performance management in state owned enterprises） Performance management consulting in China enterprise is more and more fire, but after consulting solutions to the smooth implementation of the much criticized many. Especially in many old state-owned enterprises, because of complicated relations, more personnel, strict implementation of the performance level, the scheme is unsatisfactory. Below the author to a large state-owned manufacturing enterprises (hereinafter referred to as a temporary company) as an example, one study difficulty and focus and starting point of the performance management of state-owned enterprises. A corporation is a large state-owned enterprises engaged in power plant equipment manufacturing, beginning in 2002 with full recovery in the power industry, the enterprise has obtained rapid development and foresee the future several years due to the high power industry market environment changes and competition, internal promotion and comprehensive management, to establish the system of performance and compensation and the personnel training system, but in the smooth progress of the work at the same time, the performance management system has been slow to progress, please have a professional consulting company. After the project team stationed in a company, a company that is blamed on state-owned enterprises mainly due to no progress in performance plan performance culture difference, poor performance communication and lack of implementation etc.. The project team after careful investigation found that a companys performance plan although the complex and low maneuverability, executive ability have a certain negative impact on the reform plan, but the company attitude is very strong, the performance of professional scheme design is not bad, so the reasons for the failure of performance appraisal program of a company may not lie in the enterprise itself performance culture and lack of implementation. Throug