本文關(guān)鍵詞： Z協(xié)會(huì) 績(jī)效考核 平衡計(jì)分卡 層次分析法　出處：《南京理工大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：在資本市場(chǎng)和行業(yè)協(xié)會(huì)快速發(fā)展的背景下,地方證券業(yè)協(xié)會(huì)日益成為地區(qū)證券行業(yè)自律管理的主要力量。而現(xiàn)有關(guān)于行業(yè)協(xié)會(huì)的研究文獻(xiàn),多以研究行業(yè)協(xié)會(huì)的法律問(wèn)題、發(fā)展問(wèn)題和內(nèi)部管理等問(wèn)題居多,從自身績(jī)效管理的角度對(duì)行業(yè)協(xié)會(huì)進(jìn)行評(píng)價(jià)體系研究的文獻(xiàn)較為鮮見(jiàn),尤其是證券行業(yè)協(xié)會(huì),較少人從人力資源管理的角度研究協(xié)會(huì)內(nèi)部不同層級(jí)、不同崗位的績(jī)效考核。 本文從Z協(xié)會(huì)的戰(zhàn)略目標(biāo)出發(fā),描繪了Z協(xié)會(huì)的戰(zhàn)略地圖,并通過(guò)績(jī)效三棱柱和平衡計(jì)分卡將戰(zhàn)略地圖轉(zhuǎn)化為組織、團(tuán)隊(duì)、崗位的績(jī)效考核指標(biāo)體系。本文區(qū)分了包括管理層、部門團(tuán)隊(duì)在內(nèi)的團(tuán)隊(duì)績(jī)效與作為團(tuán)隊(duì)成員的個(gè)人崗位績(jī)效,以期通過(guò)績(jī)效考核更好地傳遞實(shí)現(xiàn)協(xié)會(huì)戰(zhàn)略的責(zé)任。綜合績(jī)效考核結(jié)果不僅僅與員工個(gè)人利益掛鉤,還應(yīng)用于戰(zhàn)略分析、改善工作流程和工作計(jì)劃等。在指標(biāo)體系權(quán)重的確定方面,本文主要使用了層次分析法。本文研究認(rèn)為,基于戰(zhàn)略管理的績(jī)效考核體系應(yīng)成為地方協(xié)會(huì)開(kāi)展績(jī)效考核的主導(dǎo)體系,而協(xié)會(huì)的主導(dǎo)考核體系應(yīng)圍繞協(xié)會(huì)自身的戰(zhàn)略發(fā)展,考核結(jié)果的應(yīng)用是體現(xiàn)考核工作效果的關(guān)鍵。
[Abstract]:In the context of the rapid development of capital markets and trade associations, the local securities industry associations have increasingly become the main force in the self-discipline management of the regional securities industry. There are many problems such as development and internal management. There are few documents on the evaluation system of trade associations from the perspective of their own performance management, especially the securities industry associations. Few people from the perspective of human resources management to study the different levels of the Association, different positions performance appraisal. Starting from the strategic goal of Z Association, this paper describes the strategic map of Z Association, and transforms the strategic map into organization, team through performance triangulation and balanced scorecard. This paper makes a distinction between team performance including management and departmental team performance and individual post performance as a team member. The results of comprehensive performance appraisal are not only linked to the individual interests of employees, but also applied to strategic analysis. Improve the work flow and work plan, etc. In the index system weight determination, this paper mainly uses the analytic hierarchy process. The performance appraisal system based on strategic management should become the leading system for the local associations to carry out performance appraisal, and the leading appraisal system of the association should revolve around the strategic development of the association itself, and the application of the evaluation results is the key to reflect the effectiveness of the evaluation work.
【學(xué)位授予單位】：南京理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F832.39

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本文編號(hào)：1545708