【摘要】：隨著經(jīng)濟(jì)全球化和信息技術(shù)的發(fā)展,鞋類(lèi)行業(yè)深受產(chǎn)業(yè)變革的影響。中國(guó)作為世界上最大的鞋類(lèi)生產(chǎn)、出口和消費(fèi)國(guó),其龐大的制鞋業(yè)在處在第三國(guó)際產(chǎn)業(yè)鏈的遷移過(guò)程。鞋類(lèi)行業(yè)企業(yè)面臨緊迫的挑戰(zhàn):如何實(shí)現(xiàn)產(chǎn)業(yè)升級(jí),拓展國(guó)際市場(chǎng),以及如何獲得核心競(jìng)爭(zhēng)力,實(shí)現(xiàn)可持續(xù)發(fā)展。本文中的B公司屬于傳統(tǒng)的勞動(dòng)密集型的運(yùn)動(dòng)鞋制造業(yè)公司,采用OEM模式從亞洲國(guó)家采購(gòu)運(yùn)動(dòng)鞋。隨著產(chǎn)業(yè)鏈的遷移,B公司也將其生產(chǎn)和研發(fā)基地向東南亞國(guó)家遷移。同時(shí)由于國(guó)際市場(chǎng)的快速發(fā)展,研發(fā)業(yè)務(wù)量也相應(yīng)大增。從而對(duì)原有的研發(fā)績(jī)效管理造成挑戰(zhàn),并出現(xiàn)樣品延誤出貨、品質(zhì)波動(dòng)、新產(chǎn)品按時(shí)定型率下降,整體研發(fā)績(jī)效有待提高等管理問(wèn)題。作者通過(guò)案例研究B鞋業(yè)公司亞洲研發(fā)中心出現(xiàn)的績(jī)效管理問(wèn)題�；趹�(zhàn)略性績(jī)效管理SPM模型對(duì)發(fā)現(xiàn)的問(wèn)題進(jìn)行深入的對(duì)比分析,揭示B公司研發(fā)績(jī)效管理問(wèn)題的根本原因在于績(jī)效制度建設(shè)和績(jī)效應(yīng)用方面的缺失。根據(jù)問(wèn)題分析,作者應(yīng)用戰(zhàn)略績(jī)效管理理論提出了績(jī)效管理體制改進(jìn)方案,包括績(jī)效體系革新、加強(qiáng)績(jī)效結(jié)果應(yīng)用以及績(jī)效管理執(zhí)行方面的建議。通過(guò)有針對(duì)性的、具體的優(yōu)化方案,設(shè)計(jì)和完善績(jī)效管理體系;應(yīng)用KPI關(guān)鍵績(jī)效管理體系實(shí)現(xiàn)研發(fā)績(jī)效全程動(dòng)態(tài)管理,采用平衡記分卡BSC管理亞洲研發(fā)部門(mén)績(jī)效;并通過(guò)績(jī)效工資和獎(jiǎng)金的構(gòu)成與發(fā)放制度的優(yōu)化,和調(diào)整績(jī)效考核結(jié)果與員工素質(zhì)和發(fā)展的關(guān)聯(lián)來(lái)改進(jìn)績(jī)效應(yīng)用反面的缺失�？�(jī)效體系必須以公司戰(zhàn)略為導(dǎo)向設(shè)計(jì),全員參與績(jī)效管理,管理層高度重視和支持,才能通過(guò)績(jī)效管理循環(huán)不斷發(fā)現(xiàn)問(wèn)題、及時(shí)解決并不斷改進(jìn)完善。只有這樣才能確保公司戰(zhàn)略規(guī)劃能夠通過(guò)績(jī)效管理得以切實(shí)執(zhí)行,支撐企業(yè)經(jīng)營(yíng)戰(zhàn)略目標(biāo)的最終實(shí)現(xiàn)。本論文借鑒了當(dāng)前績(jī)效管理的主流理論,對(duì)新產(chǎn)品研發(fā)績(jī)效管理做出一些有益探索。本文的邏輯思想和所倡導(dǎo)的先進(jìn)戰(zhàn)略績(jī)效管理SPM體系也可以作為其他行業(yè)和管理領(lǐng)域參考,用來(lái)有效解決工作中可能遇到的類(lèi)似績(jī)效管理問(wèn)題。
[Abstract]:With the economic globalization and the development of information technology, footwear industry is deeply affected by industrial change. As the largest shoe production, export and consumer country in the world, China's huge shoe-making industry is in the migration process of the third international industrial chain. Shoe industry enterprises face urgent challenges: how to upgrade the industry, expand the international market, and how to obtain the core competitiveness to achieve sustainable development. In this paper, Company B is a traditional labor-intensive sneaker manufacturing company, using OEM model to purchase sneakers from Asian countries. With the migration of industry chain, B company will also migrate its production and R & D base to Southeast Asian countries. At the same time, due to the rapid development of the international market, the volume of R & D business has also increased accordingly. As a result, the existing R & D performance management is challenged, and there are some management problems, such as delayed shipment of samples, quality fluctuation, decline in the rate of new products on time, and the overall R & D performance needs to be improved. The author studies the performance management problems in the Asian R & D Center of B Shoe Company through a case study. Based on the SPM model of strategic performance management, this paper analyzes the problems found in R & D performance management, and reveals that the fundamental reason of R & D performance management problems in Company B lies in the lack of performance system construction and performance application. According to the analysis of the problems, the author puts forward some suggestions for the improvement of the performance management system, including the innovation of the performance system, the strengthening of the application of the performance results and the implementation of the performance management by applying the theory of strategic performance management. Through targeted, specific optimization scheme, design and improve the performance management system; apply KPI key performance management system to realize the whole dynamic management of R & D performance; use balanced scorecard BSC to manage the performance of R & D department in Asia; The negative side of performance application is improved by optimizing the composition of performance salary and bonus and optimizing the distribution system, and adjusting the relationship between the results of performance appraisal and the quality and development of employees. The performance system must be designed according to the company strategy, all staff participate in performance management, and management attaches great importance to and support, in order to find problems through the cycle of performance management, and to solve the problems in time and constantly improve and improve. Only in this way can we ensure that the strategic planning of the company can be effectively implemented through performance management, and support the ultimate realization of the enterprise's strategic objectives. This paper draws lessons from the current mainstream theory of performance management, and makes some useful exploration on R & D performance management of new products. The logic thought of this paper and the advanced strategic performance management SPM system proposed in this paper can also be used as references for other industries and management fields to effectively solve similar performance management problems that may be encountered in the work.
【學(xué)位授予單位】：廣東外語(yǔ)外貿(mào)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F273.1;F272.92;F416.86

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