榆树林公司伴随着 CO 2 驱油技术的不断应用，生产力水平不断提高，公司创造效益 能力逐步加大，生产总值持续增长。在通过新技术提高公司效益的同时，如何充分有效 的提高员工劳动效率，通过科学有效的方法让员工管理工作与新技术的应用相匹配，从 而降低榆树林公司单井用人率，达到减员增效的目的，也是我们亟需解决的问题。通过 合理的设计适合榆树林公司 CO 2 驱油项目组的绩效考核体系，能有效的提高员工劳动效 率，为榆树林公司 CO 2 驱油的普遍性应用积累经验，对大范围推广该技术的岗位员工设 置具有重要意义。 文本以榆树林公司 CO 2 驱油项目组成员绩效考核为重点研究对象，通过对现有考核 系统的详细研究。详细阐述了榆树林公司现有绩效考核体系中考核的指标设计、关系和 维度、考核的内容及流程等情况。通过现场调研，了解了考核者与被考核者对现有考核 系统的认识与理解，分析找到了临时性组织机构中，现有绩效考核系统的问题，对存在 的问题及问题成因进行了深入的分析。指出了现有绩效考核系统，在 CO 2 驱油项目组中 难以发挥作用，绩效效果不理想的实质性问题。问题主要为考核定位模糊、指标设计不 合理等问题，提出了更新考核理念、完善体系结构、量化指标设计、提高绩效结果落实、 调整考核周期等具体的对策；试验性的开展了针对少数工种进行绩效优化的方案设计， 对于企业建立一套针对项目组成员，并行之有效的绩效考核体系、方法，具有较强的指 导作用。对其它大型企业，建立临时性组织机构的成员绩效考核办法，同样具有借鉴意 义。 关键词：榆树林公司；CO 2 驱油项目；绩效考核；优化方案东北石油大学工程硕士专业学位报告 III ABSTRACT Yushulin company along with the continuous application of CO2 flooding technology, productivity level enhances unceasingly, the company create benefit ability gradually increased, sustained growth in gross domestic product (GDP). Through the new technology to improve the efficiency of the company at the same time, how to efficiently improve the labor efficiency, let employees by using the method of scientific and effective management match the new technology application, thus decrease the rate of yushulin company single well of choose and employ persons, the purpose of the workers to increase, and we need to solve the problem. Through the reasonable design for yushulin company CO2 flooding project team performance appraisal system, can effectively improve the efficiency of labor, the universality of CO2 flooding application for yushulin company accumulate experience, and promote this technology on a wide range of jobs employees setting is of great significance. Text to yushulin CO2 flooding project team member performance evaluation ，with emphasis on the research object, through the detailed study of the existing assessment system. In detail elaborated the yushulin company existing in the performance appraisal system of appraisal indicators, examine the contents of the design, relationship and dimensions and process, and so on and so forth. Through field investigation, understand assessed and be assessed on the existing examination system of understanding and the understanding and analysis to find the temporary organizations, the present problems of performance appraisal system, the existing problems and the cause of problems in-depth analysis. Points out the existing performance appraisal system, is difficult to play a role in CO2 flooding project team, performance effect is not ideal substantive issues. Problem is mainly designed for the fuzzy appraisal orientation, such as unreasonable problem, put forward the thought to update the inspection, improve the system structure, design, implement and improve performance results of the quantitative indicators to adjust the inspection cycle and so on concrete countermeasures; Tentatively conducted for a type of work, performance optimization scheme design, for enterprises to establish a set of for project team members, parallel effective performance appraisal system, the method, has a strong guiding role. For other large enterprises, the establishment of temporary members of the organization performance appraisal method, also has the reference significance. Key Words: Yushulin company; CO2 flooding projects; Performance appraisal; Optimization scheme东北石油大学工程硕士专业学位报告 IV 目 录 摘要.................................................................... I ABSTRACT................................................................. II 第 1 章 绪 论............................................................ 1 1.1 研究的背景........................................................ 1 1.2 研究的意义........................................................ 3 1.3 国内外研究文献综述 ................................................ 4 1.3.1 国外研究文献综述 ............................................ 4 1.3.2 国内研究文献综述 ............................................ 5 1.4 研究思路与内容 .................................................... 6 第 2 章 榆树林公司 CO 2 驱油项目及绩效考核方案的现状 ......................... 7 2.1 榆树林公司基本情况及 CO 2 驱油项目的情况 ............................. 7 2.1.1 榆树林公司基本情况 .......................................... 7 2.1.2 公司 CO 2 驱油项目的情况 ....................................... 8 2.2 榆树林公司 CO 2 驱油项目绩效考核情况 ................................ 11 2.2.1 绩效考核的制度 ............................................. 12 2.2.2 绩效考核的内容 ............................................. 12 2.2.3 绩效考核的方法 ............................................. 14 第 3 章 榆树林公司 CO2 驱油项目绩效考核方案问题分析....................... 17 3.1 公司 CO 2 驱油项目绩效考核方案调查分析 .............................. 17 3.1.1 问卷设计及实施............................................. 19 3.1.2 调查数据分析............................................... 20 3.2 公司 CO 2 驱油项目绩效考核方案中存在的问题 .......................... 21 3.2.1 员工对考核定位存在模糊与偏差............................... 21 3.2.2 考核指标与实际工作脱节..................................... 21 3.2.3 考核过程缺少充分沟通....................................... 21 3.2.4 没有及时反馈绩效结果 ....................................... 21 3.3 问题成因分析 ..................................................... 21 3.3.1 考核力度不大，重视程度不够 ................................. 22 3.3.2 考核者与被考核者沟通不够 ................................... 22 3.3.3 考核宣传不到位 ............................................. 22 3.3.4 量化程度不够............................................... 22 第 4 章 榆树林公司 CO 2 驱油项目绩效考核方案的优化 ......................... 23 4.1 优化思想与原则................................................... 23东北石油大学工程硕士专业学位报告 V 4.1.1 更新理念................................................... 23 4.1.2 基本原则................................................... 24 4.1.3 优化设计目标............................................... 24 4.2 公司 CO 2 驱油项目绩效考核优化方案的内容 ............................ 24 4.2.1 合理设计绩效考核体系结构 ................................... 24 4.2.2 完善考核指标 ............................................... 25 4.2.3 加强考核过程沟通 ........................................... 25 4.3 优化后的主要考核方案解读......................................... 26 第五章 榆树林公司 CO2 驱油项目优化考核方案实施的保证措施.................. 27 5.1 增强全员参与程度 ................................................. 27 5.2 不断加强领导与员工的重视程度 ..................................... 27 5.3 积极征求意见改善绩效考核 ......................................... 27 结 论................................................................... 28