建筑企业业绩考核“12384”法的实践与探索

Practice and Exploration of Performance Evaluation Method of "One Two Three Eight Four" for Large Construction Enterprise

研究目的:当前,企业业绩考核的理论研究较多,但实际开展考核工作的可借鉴的经验较少,特别是建筑企业总部部门及员工的考核可借鉴的经验更少。本文围绕业绩考核的难点,结合建筑企业总部的特点,对某大型国有建筑企业的"12384"业绩考核方法进行梳理,并提出一些有针对性的改进意见,对同类企业具有一定参考和借鉴意义。研究结论:(1)开展好业绩考核首先要有良好的组织保障,要建立从上到下全员参与的考核组织体系;(2)做好业绩考核工作要把握三个关键,即筹划精细、组织严密、执行规范;(3)要加强反馈沟通和结果运用,积极营造良好的业绩考核文化导向;(4)通过先述职再评议、规范评价打分取值空间、加强信息化技术运用、设置加分减分项目等方式,对优化业绩考核具有积极意义。

Research purposes: Nowadays there are many theories researches on performance evaluation of enterprise,but few available to be learned and taken into use in practice,especially involving in performance evaluation of construction enterprise headquarter department and the staffs. Focusing on the difficulties of performance evaluation,taking the features of construction enterprise headquarter into consideration,this paper aims to tease out the performance evaluation method of " one two three eight four" for one Chinese large construction enterprise,and comes up with some targeted and effective methods for similar enterprises.Research conclusions:( 1) Doing a good job of enterprise performance evaluation needs to be well organized. Full participation organizational system has to be established.( 2) In a good enterprise performance evaluation,three key points must be grasped,which are carefully planned and prepared,well organized,strictly carried out.( 3) We should strengthen the communication and feedback and the application of results,and actively create a good cultural orientation of performance evaluation.( 4) The measures, such as performance evaluation after work report, regulation on performance evaluation grading,information technology application,item setting for grade plus and minus,are positive significance for optimizing performance evaluation method.