本文選題：戰(zhàn)略　切入點(diǎn)：績(jī)效管理　出處：《廣東財(cái)經(jīng)大學(xué)》2017年碩士論文

【摘要】：績(jī)效管理理論經(jīng)過(guò)了長(zhǎng)期的發(fā)展,如何提高績(jī)效一直是管理界研究的重要問(wèn)題,在當(dāng)前的績(jī)效管理領(lǐng)域,建立以戰(zhàn)略為導(dǎo)向的績(jī)效管理體系已經(jīng)成為共識(shí)。G公司是一家民營(yíng)中小企業(yè),處于快速發(fā)展中,但管理方面存在諸多問(wèn)題,在經(jīng)濟(jì)增長(zhǎng)放緩、行業(yè)面臨變革的形勢(shì)下,G公司“躺著賺錢”的日子一去不返,如何改善自身管理,提高競(jìng)爭(zhēng)力,在危機(jī)中生存和發(fā)展是G公司面臨的重要問(wèn)題。本文擬通過(guò)探討如何構(gòu)建G公司的以戰(zhàn)略為導(dǎo)向的績(jī)效管理體系,使G公司提高競(jìng)爭(zhēng)力。論文采用的是理論研究、案例分析結(jié)合的研究方法。首先對(duì)戰(zhàn)略管理、績(jī)效管理的相關(guān)理論進(jìn)行了研究,接著把G公司作為研究對(duì)象,探討如何進(jìn)行戰(zhàn)略績(jī)效管理體系的構(gòu)建。本文在回顧了戰(zhàn)略管理、戰(zhàn)略績(jī)效管理的相關(guān)理論的基礎(chǔ)上,對(duì)G公司進(jìn)行了戰(zhàn)略分析,包括外部環(huán)境分析、行業(yè)分析、競(jìng)爭(zhēng)對(duì)手分析、價(jià)值鏈分析、SWOT分析等;然后對(duì)G公司的戰(zhàn)略目標(biāo)進(jìn)行規(guī)劃,探討戰(zhàn)略績(jī)效管理體系的構(gòu)建,使用平衡記分卡工具,繪制了戰(zhàn)略地圖、公司級(jí)、部門級(jí)和員工級(jí)平衡計(jì)分卡,制定了行動(dòng)方案;討論了如何進(jìn)行組織協(xié)同、如何構(gòu)建戰(zhàn)略績(jī)效的支持體系。通過(guò)對(duì)G公司構(gòu)建戰(zhàn)略績(jī)效管理體系的分析可知,績(jī)效管理應(yīng)以明確的公司發(fā)展戰(zhàn)略為起點(diǎn),它是一項(xiàng)系統(tǒng)工程,需要全員參與,還需要有相應(yīng)的支持體系。平衡計(jì)分卡(BSC)作為一種戰(zhàn)略績(jī)效管理方法,不僅是一個(gè)工具,更是一種思想,即從戰(zhàn)略的高度,多角度的思考績(jī)效管理問(wèn)題。
[Abstract]:The theory of performance management has been developed for a long time. How to improve performance has been an important issue in the field of performance management.It has become a consensus that establishing a strategy-oriented performance management system. G Company is a private small and medium-sized enterprise, which is in rapid development. However, there are many problems in management, and the economic growth is slowing down.Under the situation of industry reform, the days of G company "lying on making money" are gone forever. How to improve its own management, enhance its competitiveness and survive and develop in the crisis is an important problem facing G company.This paper discusses how to build G Company's strategic performance management system to improve its competitiveness.The thesis adopts the research method of theory research and case analysis.Firstly, this paper studies the related theories of strategic management and performance management, and then takes G Company as the research object and discusses how to construct the strategic performance management system.On the basis of reviewing the relevant theories of strategic management and strategic performance management, this paper makes a strategic analysis of G Company, including external environment analysis, industry analysis, competitor analysis, value chain analysis and SWOT analysis.Then the strategic goal of G company is planned, the strategic performance management system is discussed, the balanced scorecard tool is used, the strategic map is drawn up, the balanced scorecard is drawn up at the company level, the department level and the employee level, and the action plan is worked out.This paper discusses how to carry out organizational collaboration and how to construct a support system for strategic performance.Through the analysis of the strategic performance management system of G Company, we can see that the performance management should start with a clear company development strategy, it is a system engineering, it needs the participation of all personnel, and also needs the corresponding support system.As a strategic performance management method, balanced Scorecard (BSC) is not only a tool, but also an idea, that is, thinking about performance management from a strategic perspective.
【學(xué)位授予單位】：廣東財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F721

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