导　　师： 唐丽春

学科专业： 120202

授予学位： 硕士

作　　者： ;

机构地区： 华南理工大学

摘　　要： 广深港高速铁路（Guangzhou-Shenzhen-Hong Kong Express Rail Link）是京港高速铁路的组成部分，亦为珠三角城际快速轨道交通网的骨干部分，狮子洋隧道（简称SZY）做为全线重点控制工程，投资大、技术复杂、建设周期长、工程参与方人员多，其进度直接影响到全线的贯通运营，因此施工进度控制尤为重要。 本文以狮子洋隧道施工进度控制为例，通过公司项目概况和施工特点，尤其是进度计划方案和进度实施方案，以及项目部在施工进度控制过程中遇到的矛盾与冲突，从绩效、激励、文化、组织方面进行分析，从而找出影响进度控制的因素，结合项目管理理论的研究，探讨问题的原因，提出改进项目进度控制的具体措施。在案例正文部分，介绍项目进度计划与实施情况，通过任务工作表及甘特图可以看出项目进度滞后的整体情况，在进度实施过程中，项目部部门与一线施工班组发生了一系列的事件：贺班长的困境，例会争论，小王的离开，维保班严班长与经理的冲突，设备技术部经理的辞职。通过对这些事件的深入分析，得出进度滞后的原因：项目部绩效考核评估权利错位，考核指标不合理，缺乏有效的激励措施，缺乏优秀的团队文化，未建立良好的学习型组织。针对团队绩效，团队激励，团队文化，团队学习方面的不足，我们采取相应的改进措施。在绩效评估权利的合理分配中，确定了以班组的直接领导者评估为主，设备技术部门评估次之，生产部评审意见为参考的评审制度，以工作态度、工作能力、工作业绩三个方面为考核内容，设计出详细而实用的量表；确定“基本薪酬+奖励薪酬+津贴”的模式，详细地设计了绩效工资、奖励薪酬、福利与津贴方面的具体措施，个人发展空间上实行双通道晋升制度，为了提高员工的危机意识，实行员工淘汰制度；制定一系列团队文化建设与实施的措施，提升本项目的团队文化水平；最后从培养员工自我超越意识，改善心智模式，建立共同愿景，培养团体学习精神，树立系统思考的意识五个方面来建立学习型组织。通过这些改进措施来建立具有一支高绩效、富有团队精神和学习精神的队伍，以期培育和提高公司的竞争力,为公司的可持续发展奠定基础，并为以后大型工程项目建设提供参考和借鉴。 Guangzhou-Hong Kong Express Rail Link is one of Beijing-Hong Kong high speedrailway components, and also the backbone of parts for the pearl river delta inter-city rapidrail transportation network.The lion tunnel,as a key control of the engineering, largeinvestment, complex technology, long construction period, many engineering participants.Because the construction progress is related to the operation of the full line,so theconstruction schedule control is particularly important. In this chapter, the construction schedule control of the lion ocean tunnel is as anexample.Through the company's project profiles and construction features,especially fromschedule plan and scheme implementation, and problems in the process control ofconstruction schedule, we analyze from the organization,performance, incentive, culture, as tofind out the factors who affect the progress management, with project management theory,we discuss the cause of the problem, at last put forward the improvement of project in theprogress controlling measures. In the case body part, we introduce the project schedule andimplementation situation,from the task sheet and the Gantt chart we can see the lag overallproject schedule, in the progress of the implementation process, a series of events happened inthe project department and the first construction team: Mr He, as the squad leader,meet thepredicament, the debation in regular meetings, xiaowang’ resignation, the conflict betweenclass leader of maintenance and manager, equipment and technical manager'sresignation.From the In-depth analysis of these events, we come to the reason of progress lag:the rights of performance appraisal assessment is dislocated, unreasonable assessmentindicators, the lack of effective incentives, lack of a good team culture and good learningorganization. For the lack of team performance, team motivation, team culture and teamlearning, we take the corresponding measures for improvement. In the reasonable allocationof the rights of the performance evaluation, we determined that the team leader has the mainright of assessment, the technology department and Production department has Secondaryright of assessment. Through the three examination content,which is Work attitude, workingability, job performance,we designand detailed practical scale, the mode of 'basic salary+incentives salary+allowances',and detailed designed specificmeasures of performancepay,incentiveremuneration, benefits and allowances, implement the dual-channel promotionsystem in Personal development, In order to improve employees' sense of crisis, we has theimplementation of the staff out system; Develop a series of team culture construction andimplementation of measures to enhance the cultural level of the project team;we create a learning organization from the five aspects which is that beyond the self-awareness,improving mental models,building shared vision, develop the spirit of the group learning,establish the organizational awareness. With these improvements we create ahigh-performance, full of the spirit of teamwork and learning team, In order to cultivate andimprove the competitive ability of the project and company, lay the foundation for sustainabledevelopment, and provide a reference for the future large-scale construction projects.

关 键 词： 绩效 激励 文化 学习型组织

分 类 号： [F272.92 F532]

领　　域： [经济管理] [经济管理] [经济管理]