本文選題：戰(zhàn)略地圖　切入點：績效管理　出處：《深圳大學(xué)》2017年碩士論文

【摘要】：平衡計分卡從各個維度分解公司戰(zhàn)略,可以幫助團隊明確長短期目標(biāo)�？冃Ч芾砟芡苿訄F隊和個人工作業(yè)績的提升,促進內(nèi)部管理和業(yè)務(wù)流程的優(yōu)化,保證公司戰(zhàn)略目標(biāo)的達成。戰(zhàn)略與績效結(jié)合,才能更好地實現(xiàn)公司業(yè)務(wù)增長。論文研究的CSC公司是一家大型商貿(mào)物流集團公司旗下的B2B電商公司,其研發(fā)中心擔(dān)負著平臺安全、新產(chǎn)品開發(fā)的重要責(zé)任,是達成戰(zhàn)略目標(biāo)的根本所在。CSC公司有著雙軌發(fā)展、實體+PC端+移動端三維操作、行業(yè)區(qū)域的垂直和水平組合的模式。在2016年初公司提出了行業(yè)聚焦、創(chuàng)新兩大戰(zhàn)略。論文依據(jù)戰(zhàn)略績效管理的理論研究CSC公司研發(fā)中心現(xiàn)狀:員工滿意度低、流失率高。分析了績效管理中的問題:1.CSC公司但沒有構(gòu)建與戰(zhàn)略關(guān)聯(lián)的績效管理體系。目前執(zhí)行的是年度績效考核,而電商行業(yè)發(fā)展趨勢是每月、每季度都在發(fā)生著巨大的變化。年度績效考核對于戰(zhàn)略執(zhí)行的過程監(jiān)控效果不佳,導(dǎo)致戰(zhàn)略目標(biāo)的達成情況較差。2.績效考核只有評分環(huán)節(jié),績效反饋及輔導(dǎo)環(huán)節(jié)缺失。文中構(gòu)建了實用的理論體系,針對戰(zhàn)略執(zhí)行的過程中存在的問題進行分析與歸納,并制定了實際操作方法,嘗試變革與創(chuàng)新,以期達到推動戰(zhàn)略執(zhí)行的目的。論文內(nèi)容分為五部分,涉及平衡計分卡(BSC)、戰(zhàn)略地圖、關(guān)鍵績效指標(biāo)(KPI)三者的相互驅(qū)動關(guān)系,通過戰(zhàn)略與績效緊密切合,形成良性價值鏈條。設(shè)計了基于平衡計分卡的績效管理體系,同時輔以配套機制——PDCA績效管理循環(huán),以保證績效管理的實施。最終達成對公司戰(zhàn)略的支持。
[Abstract]:The balanced scorecard breaks down the company's strategy from one dimension to another, helping the team identify short-term and long-term goals.Performance management can promote team and individual performance, promote internal management and business process optimization, and ensure the achievement of strategic objectives.The combination of strategy and performance can better achieve the company's business growth.The CSC company studied in this paper is a B2B ecommerce company owned by a large commercial logistics group company. Its R & D center bears the important responsibility of platform security and new product development, which is the fundamental to achieve the strategic goal. CSC company has a dual track development.Solid PC end mobile end 3 D operation, industry area vertical and horizontal combination mode.In early 2016, the company put forward the industry focus, innovation two major strategies.According to the theory of strategic performance management, this paper studies the current situation of CSC R & D center: low employee satisfaction and high turnover rate.The problems in performance management are analyzed. 1. CSC does not construct a performance management system related to strategy.The current implementation of annual performance appraisal, and e-commerce industry development trend is monthly, each quarter is undergoing tremendous changes.Annual performance appraisal is not effective in monitoring the process of strategic implementation, resulting in poor achievement of strategic objectives. 2.Performance appraisal only points the link, the performance feedback and the tutoring link is missing.This paper constructs a practical theoretical system, analyzes and summarizes the problems existing in the process of strategy implementation, and formulates practical operation methods to try to change and innovate in order to achieve the purpose of promoting the implementation of strategy.The content of this paper is divided into five parts, which involve the mutual driving relationship among the balanced scorecard, strategic map and key performance index (KPI), and form a benign value chain through close match between strategy and performance.The performance management system based on balanced scorecard is designed, and the PDCA performance management cycle is supplemented by a supporting mechanism to ensure the implementation of performance management.Finally reach the support to the company strategy.
【學(xué)位授予單位】：深圳大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F724.6

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本文編號：1725070