摘要
"KPI"管理模式自上世纪传入我国后,许多企业都进行了有益的探索,建立了绩效指标体系,并实施了绩效考核,但效果大多不够理想。主要原因:一是企业工作方式存在缺陷,二是"KPI"绩效管理过于侧重关键指标,与目前我国企业对精细化管理的迫切需要不相适应。为此,我们在充分分析"KPI"管理模式和"系统节点"管理模式的基础上,将两者结合起来,探索形成一种全新的管理模式,即"KPI控制点"管理模式,并有针对性地选取部分企业进行了试点应用。
Since the ＂KPI＂ management model was introduced into China last Century, attempts has been made in many Chinese enterprises to apply this model to management, such as establishing a performance standard system and implementing the performance examination. However, most of the attempts turned out to be unsuccessful. One of the reasons is that there are defects in their ways of working. The other one is that the ＂KPr＇ model emphasizes the key indicators too much, while cur- rently the Chinese enterprises are pursuing the detailed management. Therefore, on the basis of fully analyzing the advantages and shortcomings of both the ＂KPI＂ and ＂system nodes＂ the model, the ＂KPI control point＂, a new management model, is created by combining the ＂KPI＂ and ＂system node＂ model. This paper discusses the effectiveness of the ＂KPI control point＂ model and its applications to a sample of targeted enterprises.
出处
《胜利油田党校学报》
2013年第3期79-83,共5页
Journal of The Party School of Shengli Oilfield
关键词
“KPI控制点”
管理模式
应用
the ＂KPI control point＂ model
management mode
application
