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目前组织绩效研究集中于提出绩效评估的方法,却忽略了组织绩效管理的重要前提与基础。因此,本文旨在研究企业的组织绩效管理开展前,企业的战略或目标是如何分解到部室的职责以及各部门是否获得了相应合理的资源配置。本文将以某省级电力调控中心的组织绩效管理实践为例,运用了鱼刺图法、价值树模型以及社会网络分析法研究指标分解与部门的关联性和资源匹配合理度在组织绩效管理中的重要地位。研究发现,只有考虑组织绩效管理的前提和合理性、公平性基础,组织绩效管理才真正有意义。
At present, organizational performance research focuses on the performance evaluation method, but ignores the important premise and foundation of organizational performance management. Therefore, the purpose of this paper is to study how the company’s strategy or goal can be decomposed into departments and departments and whether various departments have obtained correspondingly reasonable allocation of resources before the performance management of enterprises is carried out. This paper will take a province-level power control center’s organizational performance management practices as an example, the use of fishbone map method, the value of the tree model and social network analysis of indicators decomposition and departmental relevance and resource matching rationality in the organizational performance management important position. The study found that only by considering the premise and rationality of organizational performance management, equity, organizational performance management is really meaningful.