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随着当前行业集体企业体制改革的深入推进,探索适合集体企业特性的管理体制和管理机制迫在眉睫。绩效管理在企业管理中具有核心控制作用,这成为许多集体企业管理者优先选择和实践的项目,加以探索和应用。一个时期以来,集体企业的绩效考核与主办单位国有企业基本趋同,但因机制不健全,缺少差异性,缺乏适应性,缺失系统性,远没有达到理想的管理深度和广度,实践效果不佳。本文试图通过剖析以往集体企业绩效考核中存在的缺陷和问题,吸取他山之石,谈谈自己对改革集体企业绩效考核的若干思路。
With the further advancement of the reform of collective enterprises in the industry, it is extremely urgent to explore management and management mechanisms that are suitable for the characteristics of collective enterprises. Performance management has a core control role in enterprise management. This has become a priority for many collective enterprise managers to select and practice, and to explore and apply them. For a period of time, the performance evaluation of collective enterprises has basically converged with that of the state-owned enterprises of the organizers, but due to the incomplete mechanism, lack of diversity, lack of adaptability, and lack of systematicness, it has not reached the ideal management depth and breadth, and the practice has been ineffective. This article tries to analyze the flaws and problems existing in the performance appraisal of the previous collective enterprises, absorb the stones from other hills, and talk about some ideas for the performance appraisal of the reform of collective enterprises.