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  本文關(guān)鍵詞： 國土資源 績效管理 考核 本溪市　出處：《中國地質(zhì)大學(xué)(北京)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：近年來,隨著市場經(jīng)濟的逐步壯大與發(fā)展,西方績效管理理論逐步進(jìn)入中國,中國本土的績效管理研究也漸漸發(fā)展起來。在國土資源系統(tǒng),績效考核開始由上至下逐步推廣,從最初的在一些省份進(jìn)行試點,到現(xiàn)在的全面鋪開,形成獨特的管理體系,逐步形成了自己的特點,為提高政府國土資源部門行政效率、提升服務(wù)水平起到了關(guān)鍵性的作用。本溪市國土資源局按照上級的部署和要求,自2011年起,開始實行績效管理,并逐步構(gòu)建起了績效管理體系。本文的研究目標(biāo)就是要提出完善本溪市國土資源局更加有效的績效管理體系的方法,并通過實踐,打造國土資源系統(tǒng)績效管理改革的典型案例,為系統(tǒng)內(nèi)單位提供經(jīng)驗和做法。本文的主要內(nèi)容有:總結(jié)歸納國內(nèi)外績效管理理論特別是政府績效管理理論發(fā)展歷程;分析本溪市國土資源局的職能和人力資源結(jié)構(gòu),對建立績效管理的人力資源和組織基礎(chǔ)進(jìn)行解析;對現(xiàn)有的績效管理體系進(jìn)行剖析,查找存在的不足,分析產(chǎn)生問題的原因;提出重新構(gòu)建本溪市國土資源局績效管理體系的建議意見,以保障該局各相關(guān)工作的順利完成。本文通過采取理論研究、問卷調(diào)查、系統(tǒng)分析等方式,對本溪市國土資源局職能和人力資源結(jié)構(gòu)對比分析,并發(fā)放調(diào)查問卷進(jìn)行調(diào)查研究,力求通過現(xiàn)狀和數(shù)據(jù)分析呈現(xiàn)該局的基本情況。運用績效管理理論,對現(xiàn)有績效管理體系進(jìn)行了分析,查找不足,并剖析了問題產(chǎn)生的原因。在原有績效管理理論的基礎(chǔ)上,結(jié)合該單位的實績,提出了改進(jìn)本溪市國土資源局績效管理體系的方法:一是要構(gòu)建以績效為導(dǎo)向的組織文化,營造績效管理文化氛圍,為績效管理體系建設(shè)提供理論支撐;二是要堅持績效管理的基本原則,為績效管理指明方向,做到堅持初衷,不離本源;三是要完善現(xiàn)有績效管理體系,細(xì)化五個基本環(huán)節(jié),做到環(huán)環(huán)相扣,相互促進(jìn);四是要從加強制度建設(shè)入手,為績效管理體系的提供堅實保障。
[Abstract]:In recent years, with the gradual growth and development of the market economy, the western performance management theory has gradually entered China, and the local performance management research has gradually developed in the land and resources system. Performance appraisal began to be gradually promoted from top to bottom, from the initial pilot in some provinces to the present comprehensive spread, forming a unique management system, gradually formed their own characteristics. In order to improve the administrative efficiency of government land and resources departments and improve the level of service, Benxi City Land and Resources Bureau began to implement performance management in accordance with the arrangements and requirements of the superior since 2011. The research goal of this paper is to put forward the method to perfect the more effective performance management system of Benxi City Land and Resources Bureau, and through practice. A typical case of performance management reform of land and resources system. The main contents of this paper are as follows: summing up the development of performance management theory at home and abroad, especially the government performance management theory; This paper analyzes the functions and human resource structure of the Bureau of Land and Resources of Benxi City, and analyzes the human resources and organizational basis of establishing the performance management. Analyze the existing performance management system, find out the shortcomings, analyze the causes of the problems; Put forward the suggestion of rebuilding the performance management system of the Bureau of Land and Resources of Benxi to ensure the smooth completion of the relevant work of the Bureau. This paper adopts theoretical research, questionnaire survey, systematic analysis and so on. This paper makes a comparative analysis of the functions and human resource structure of the Bureau of Land and Resources of Benxi City, and issues a questionnaire for investigation and research, and tries to present the basic situation of the Bureau through current situation and data analysis, and applies the theory of performance management. This paper analyzes the existing performance management system, finds out the deficiency, and analyzes the causes of the problem. On the basis of the original performance management theory, combined with the unit's actual performance. The methods to improve the performance management system of the Bureau of Land and Resources in Benxi City are put forward as follows: first, to construct a performance-oriented organizational culture, to create a cultural atmosphere of performance management, and to provide theoretical support for the construction of the performance management system; The second is to adhere to the basic principles of performance management, to show the direction of performance management, to adhere to the original intention, not from the source; Third, improve the existing performance management system, refine the five basic links, so as to link each other and promote each other; The fourth is to strengthen the system construction to provide a solid guarantee for the performance management system.
【學(xué)位授予單位】：中國地質(zhì)大學(xué)(北京)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：D630.3

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