长江航道整治工程项目利益相关者分析

长江航道整治工程项目的顺利开展离不开项目利益相关者的相互协调,文章把长江航道整治工程项目的利益相关者分成核心和其他两类,并对核心利益相关者进行了分析,在分析了利益相关者之后提出长江航道整治工程项目利益相关者的协调路径。     

现代工程项目管理的组织创新研究

项目建设过程中存在的管理混乱问题严重影响到项目利益相关者的利益,因此为提升建筑工程的质量,有必要对现代工程项目管理的组织进行创新。     

管理会计工具及应用案例——利益相关者价值取向的绩效三棱镜及应用

企业是利益相关者缔结的合约,不断满足利益相关者需求,并获得利益相关者的支持,是企业可持续发展的根本。绩效三棱镜评价体系基于利益相关者理论,由需求、贡献、战略、流程、能力五个方面构成,成功地将利益相关者纳入绩效评价体系中,形成了环环相扣的绩效循环体系。该体系不仅是一种绩效评价工具,更是利益相关者管理工具。在SZGD公司的应用体现了绩效三棱镜的全面性和科学性。     

企业绩效评价的绩效棱柱法初论

当今的商业环境要求企业管理与各方利益相关者相联系.然而,传统的绩效评价方法并未全面考虑各利益相关者与企业的相互作用和影响,忽视了其他利益相关者如员工、供应商、监管者和社区的重要性.近来,一种基于对传统绩效评价体系进行整合的绩效棱柱法,克服了传统绩效评价方法的不足,把重要的利益相关者放在了核心位置,并强调运用能够提供有效的内容而不仅仅是数据的方法,来实现企业价值的最大化.本文在介绍绩效棱柱法内容框架的基础上,对绩效棱柱法的创新之处做了探析,并对其应用提出了一些建议.     

浅谈价值工程在市政工程项目管理中的运用

市政工程项目价值工程管理是一种价值为导向的有组织的创作性活动,利用管理学的基本原理和方法,以建设项目利益相关者的利益实现为目标,增加项目,系统或服务的价值,最终最大限度地实现项目利益相关者的满意度。     

基于利益相关者理论的高校专项资金绩效评价研究

随着高校专项资金迅速增长,高校利益相关者迫切需要建立一套科学的评价体系来衡量其使用绩效。本文在对高校利益相关者绩效评价需求进行分析的基础上,就构建一套满足高校利益相关者需求的高校专项资金绩效评价体系进行了探索。     

基于利益相关者的企业绩效评价研究

随着知识经济的迅猛发展,企业已更多体现为众多利益相关者的整体有机组合。只有实现了各相关者利益需求的均衡,企业也才能更加繁荣的发展。所以,构建一套基于利益相关者角度的绩效评价系统,显得十分必要。本文以企业价值最大化为总体目标,分析了企业绩效评价方法及其缺陷,进一步提出了提升企业绩效的策略。     

绩效棱柱模型在高校绩效评价中的应用

绩效棱柱模型从利益相关者的角度,通过利益相关者的满意维度、战略维度、流程维度、能力维度和贡献维度的因果联系,形成了一套系统有效的绩效评价方法。本文根据高等院校本身所具有的特点,应用绩效棱柱模型,提出高等院校绩效评价的设计思路,探索适合于高等院校的绩效评价体系。     

基于构造性方法的灰色粗糙集模型对工程项目满意度评价

为体现项目的价值,应对项目进行项目全寿命期内各利益相关者满意度进行综合评价,本文在定性分析的基础上,在确定相关指标值时,考虑到评价指标值在进行量化的时候呈现出灰性,采取将指标值用灰数进行区间表示的方法,并用基于灰色理论与粗糙集理论的构造性方法对工程项目利益相关者满意度进行综合评价。并结合实例计算,说明该模型是可以作为对工程项目满意度评价的方法。     

利益相关者视角下的绩效三棱镜评价模式浅谈

企业绩效评价是影响企业获取竞争优势的重要因素,也是企业自我监督、自我约束的重要手段。绩效三棱镜模型是利益相关者视角下的绩效评价模式,由利益相关者的需求、利益相关者的贡献、战略、流程和能力五个方面构成,因而全面考虑了各个利益相关者的利益。     

基于战略的绩效管理研究与应用

针对一般企业绩效管理中存在的诸如考核过程不规范等问题,从基于战略的绩效管理的思想出发,提出了以战略为基础的绩效管理框架、绩效考核指标体系、绩效组织保障体系,为企业有步骤的建立合理的绩效管理体系提供依据。通过提出的理论运用于实际的案例后表明,实施基于战略的绩效管理体系,有利于绩效管理过程的规范化、标准化,同时能有效促进企业绩效管理水平的提升。     

对国有企业绩效评估的探究

在现代企业组织中,人力资源管理对一个组织的成功具有十分重要的作用。而绩效评估是企业进行人力资源管理的关键环节之一。绩效评估目的是为人员配置、培训开发、薪酬管理等方面提供合法的依据,有助于使企业达到更合理地用人以提高效率。本文针对我国国有企业绩效评估工作中存在的问题和缺陷,提出从注重绩效评估中"考核者"重要性的角度出发,对构建适合我国国有企业的绩效评估体系进行了探讨。     

高校勤工助学中心绩效管理研究

勤工助学是提高学生综合素质、帮助家庭困难学生的有效途径,在高等教育中具有深远的意义。绩效管理是一种提高组织员工的绩效和开发团队、个体的潜能,使组织不断获得成功的管理思想和具有战略意义的管理方法。本文利用问卷调查和统计分析,对高校勤工助学中心的绩效管理现状进行了解,并将绩效管理体系的内容应用到勤工助学中心,发现勤工助学中心现行的绩效管理中存在的问题,并提出可能的解决方案。     

Forecasting Success on Large Projects: Developing Reliable Scales to Predict Multiple Perspectives by Multiple Stakeholders Over Multiple Time Frames

Our aim is to develop a set of leading performance indicators to enable managers of large projects to forecast during project execution how various stakeholders will perceive success months or even years into the operation of the output. Large projects have many stakeholders who have different objectives for the project, its output, and the business objectives they will deliver. The output of a large project may have a lifetime that lasts for years, or even decades, and ultimate impacts that go beyond its immediate operation. How different stakeholders perceive success can change with time, and so the project manager needs leading performance indicators that go beyond the traditional triple constraint to forecast how key stakeholders will perceive success months or even years later. In this article, we develop a model for project success that identifies how project stakeholders might perceive success in the months and years following a project. We identify success or failure factors that will facilitate or mitigate against achievement of those success criteria, and a set of potential leading performance indicators that forecast how stakeholders will perceive success during the life of the project's output. We conducted a scale development study with 152 managers of large projects and identified two project success factor scales and seven stakeholder satisfaction scales that can be used by project managers to predict stakeholder satisfaction on projects and so may be used by the managers of large projects for the basis of project control.     

A performance-oriented risk management framework for innovative R&D projects

Uncertainty is one of the major inherent difficulties in developing innovative products, due to their highly dynamic markets and technologies. The presence of a large degree of uncertainty leads to high R&D risks, resulting in many R&D failures. Therefore, it is important to manage R&D risks through all R&D stages to improve R&D project success rates. This paper proposes a new risk management framework that aligns project risk management with corporate strategy and a performance measurement system to increase success rates of R&D projects and to accomplish corporate strategic goals. The balanced scorecard is used to identify major performance measures of an R&D organization based on the firm vision and strategy. Quality function deployment is adapted to transform organizational performance measures into project performance measures and a systematic procedure is developed for risk identification, assessment, response planning, and control. The proposed risk management framework enables an R&D project to be focused on achieving the corporate goals and provides a more effective way to identify, assess, analyze, and monitor R&D risks along the project cycle. The proposed methodology is illustrated with a drug development project.     

Measuring Corporate Environmental Performance: A Methodology for Sustainable Development

Assessing corporate environmental performance (CEP) that is both comprehensive and consistent with sustainable development both for society and companies, while at the same time taking heed of the facts and interests of each stakeholder, is not a simple feat. Due to the multidimensional character of the sustainability concept, several questions must be considered in the evaluation process: (i) the qualitative nature of indicators and the complexity of developing a synthetic index; (ii) the difficulty of choosing properly statistical techniques for aggregation and (iii) the difficulty of introducing stakeholders’ preferences in the assessment models. This paper is an attempt to address this challenge by developing a framework for the assessment of CEP, based on the application of a fuzzy multi‐criterion decision‐making (MCDM) method. To achieve positive scores in a CEP assessment, an organization should be strategically committed and engage in environmental management and governance structures that are translated into good results in terms of both engagement and operational performance. Unless such premises are explicitly incorporated into the assessment criteria, the results would reveal that the CEP measurement could not be brought into a line with an earnest ambition of achieving true sustainable development. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment     

关于绩效评核体系有效实施的思考

在党的十八大报告中明确提出:"创新行政管理方式,提高政府公信力和执行力,推进政府绩效管理"。可见,深化行政体制改革,提高政府工作绩效的重要性。绩效评核体系是推行绩效管理制度的重要保障,是促进组织绩效持续改进与发展的实施机制和组织保证。绩效评核体系的有效实施,不仅能提升人力绩效水平和提高组织有效性,而且可以确保组织的战略执行力和集体行动的战略一致性。然而,当前许多组织开展绩效评核所采用的方法与技术都存在严重问题,严重限制了人力绩效的成长与发展,阻碍了组织有效性的实现。本文将围绕绩效评核体系实施的有效性展开讨论,为推行现代绩效管理制度提供方法和工具。     

Rallying the Troops or Beating the Horses? How Project‐Related Demands Can Lead to Either High‐Performance or Abusive Supervision

In today's high‐pressure work environment, project managers are often forced to “do more with less.” We argue that this imperative can lead project managers to engage in either high‐performance or abusive supervision behaviors. To understand this process, we develop a model and associated propositions linking a project manager's cognitive appraisal of project‐related demands to high‐performance work practices versus abusive supervision behaviors—both of which impact three project outcomes: stakeholder relationships, people‐related project success factors, and employee well‐being. We propose that the choice between high‐performance work practices and abusive supervision behaviors is moderated by a project manager's personal resources (psychological capital, emotional intelligence, and dark triad personality).