發(fā)布時(shí)間：2018-06-27 01:30

  本文選題：平衡計(jì)分卡 + 績(jī)效管理��； 參考：《沈陽工業(yè)大學(xué)》2017年碩士論文

【摘要】：現(xiàn)如今人類社會(huì)信息化推陳出新,企業(yè)之間競(jìng)爭(zhēng)越發(fā)激烈,很多企業(yè)在經(jīng)營(yíng)與發(fā)展的時(shí)候遇到了瓶頸,企業(yè)在提高自身利潤(rùn)的同時(shí)應(yīng)該對(duì)企業(yè)的績(jī)效管理也進(jìn)行相應(yīng)的提升。平衡計(jì)分卡帶來了一種新的思維,它從多個(gè)角度入手、綜合多方面情況考核一個(gè)公司的績(jī)效水平,對(duì)比原來那種從財(cái)務(wù)層面出發(fā)的單一角度的考核辦法更優(yōu)越。使用這樣的新方法來全面的考核與管理,對(duì)企業(yè)長(zhǎng)足發(fā)展具有深遠(yuǎn)的影響。本文首先闡述了研究背景與研究意義,回顧了平衡計(jì)分卡與績(jī)效管理有關(guān)領(lǐng)域的研究文獻(xiàn),提出本文的研究思路與創(chuàng)新點(diǎn),并介紹了平衡計(jì)分卡與績(jī)效管理的相關(guān)概念。然后本文以沈陽HS氣體有限公司為具體研究對(duì)象,詳細(xì)分析HS公司績(jī)效管理存在的不足。其次根據(jù)HS公司的戰(zhàn)略布局和其所在行業(yè)的發(fā)展?fàn)顟B(tài),通過繪制企業(yè)戰(zhàn)略地圖對(duì)HS公司目標(biāo)逐層分析,通過分析發(fā)現(xiàn)推動(dòng)企業(yè)各個(gè)階層業(yè)績(jī)上升的主要原因,并理清各環(huán)節(jié)之間的邏輯順序。再次在原始平衡計(jì)分卡的基礎(chǔ)上進(jìn)一步使用層次分析法具體地分配了每一個(gè)指標(biāo)權(quán)重,進(jìn)而得出各類考核指標(biāo)在平衡計(jì)分卡權(quán)重的分配情況,研究出針對(duì)HS公司績(jī)效考核指標(biāo)的評(píng)價(jià)與打分的具體方法,使評(píng)價(jià)指標(biāo)與企業(yè)發(fā)展戰(zhàn)略目標(biāo)相契合,提高了績(jī)效測(cè)評(píng)效果,使測(cè)評(píng)結(jié)果能夠?yàn)楣镜目?jī)效管理提供有效的參考和保障。之后本文從公司、部門、員工三個(gè)層面構(gòu)建了平衡計(jì)分卡的績(jī)效考核體系,并提出了績(jī)效考核的可行性方法和績(jī)效考核結(jié)果應(yīng)用的合理方案。最后,本文總結(jié)了HS公司績(jī)效管理的缺陷得出引進(jìn)平衡計(jì)分卡改進(jìn)HS公司績(jī)效管理系統(tǒng)是可行的,對(duì)于將平衡計(jì)分卡融入HS企業(yè)的流程以及保障措施做了明確的分析和建議,與此同時(shí)為其他企業(yè)平衡計(jì)分卡與績(jī)效管理的結(jié)合提出了可行的參考與借鑒。
[Abstract]:Nowadays, with the development of human society, the competition between enterprises is becoming more and more fierce. Many enterprises have encountered bottlenecks in the process of operation and development. Enterprises should improve their performance management while raising their own profits. Balanced Scorecard brings a new thinking, it starts from many angles, synthetically evaluates the performance level of a company in many ways, and compares with the original method of assessing a company from a single angle of view from the financial level. The use of such a new method to comprehensive assessment and management, has a profound impact on the rapid development of enterprises. This paper first describes the research background and significance, reviews the research literature on balanced scorecard and performance management, puts forward the research ideas and innovation points, and introduces the related concepts of balanced scorecard and performance management. Then, taking Shenyang HS Gas Co., Ltd as the specific research object, this paper analyzes the shortcomings of the performance management of HS Company in detail. Secondly, according to the strategic layout of HS Company and the development state of its industry, by drawing the enterprise strategic map to analyze the goals of HS Company, we find out the main reasons to promote the performance of each stratum of the enterprise. And clear the logical sequence between the links. Thirdly, on the basis of the original balanced scorecard, the weight of each index is allocated concretely by using the analytic hierarchy process (AHP), and then the distribution of the weight of all kinds of assessment indexes in the balanced scorecard is obtained. The concrete method of evaluating and scoring the performance appraisal index of HS company is studied, which makes the evaluation index coincide with the strategic goal of enterprise development, and improves the effect of performance evaluation. So that the evaluation results can provide effective reference and guarantee for the company's performance management. Then this paper constructs the performance appraisal system of balanced Scorecard from three levels of company, department and employee, and puts forward the feasible method of performance appraisal and the reasonable scheme of applying the result of performance appraisal. Finally, this paper summarizes the shortcomings of performance management in HS Company and concludes that it is feasible to introduce balanced Scorecard to improve the performance management system of HS Company, and makes a clear analysis and suggestions on the integration of balanced Scorecard into the process and safeguard measures of HS Company. At the same time, it provides a feasible reference for the combination of balanced scorecard and performance management in other enterprises.
【學(xué)位授予單位】：沈陽工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.7;F272.5

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本文編號(hào)：2072156