本文選題：績(jī)效考核 + 平衡計(jì)分卡�。� 參考：《揚(yáng)州大學(xué)》2017年碩士論文

【摘要】：民營(yíng)企業(yè)在我國(guó)經(jīng)濟(jì)結(jié)構(gòu)中扮演著越來(lái)越重要的角色,各級(jí)政府也對(duì)民營(yíng)企業(yè)的發(fā)展給予了政策、資金等多方面的扶持,但受特定行業(yè)發(fā)展大環(huán)境以及民營(yíng)企業(yè)自身固有的種種制約因素影響,其生存發(fā)展壓力持續(xù)增大。本文所研究的HS公司作為一家傳統(tǒng)機(jī)械制造企業(yè)就面臨這樣的發(fā)展困境,一方面,近幾年受國(guó)家限制水泥、鋼鐵等高污染、高耗能過(guò)剩行業(yè)宏觀調(diào)控政策影響,水泥機(jī)械裝備市場(chǎng)需求持續(xù)低迷;另一方面,]HS企業(yè)績(jī)效管理水平仍處于較低階段,目前既有的績(jī)效考核體系尚未將企業(yè)、部門(mén)及個(gè)人的績(jī)效完整銜接,企業(yè)的發(fā)展戰(zhàn)略難以得到有效實(shí)施。在此背景下,本人致力對(duì)HS公司現(xiàn)行的考核體系進(jìn)行優(yōu)化設(shè)計(jì),以此來(lái)進(jìn)一步改善企業(yè)的績(jī)效考核實(shí)效,進(jìn)而幫助HS提升公司的經(jīng)營(yíng)管理水平。為此,本人通過(guò)對(duì)國(guó)內(nèi)外相關(guān)理論文獻(xiàn)的研讀,結(jié)合HS公司實(shí)際,經(jīng)過(guò)對(duì)當(dāng)下主流績(jī)效考核方法的對(duì)比,選擇以BSC(平衡計(jì)分卡)和KPI(關(guān)鍵績(jī)效指標(biāo))二者相結(jié)合的方式,對(duì)HS公司現(xiàn)行的績(jī)效考核體系進(jìn)行再優(yōu)化設(shè)計(jì)。具體流程為:先通過(guò)BSC(平衡計(jì)分卡)的四個(gè)維度:財(cái)務(wù)、客戶、內(nèi)部流程和學(xué)習(xí)成長(zhǎng),拆分企業(yè)的戰(zhàn)略目標(biāo),進(jìn)而細(xì)化各個(gè)層面的關(guān)鍵驅(qū)動(dòng)因素,然后根據(jù)關(guān)鍵驅(qū)動(dòng)因素確定公司級(jí)KPI,隨后結(jié)合各職能部門(mén)具體職責(zé)以及員工崗位說(shuō)明書(shū),層層分解出部門(mén)級(jí)KPI和員工KPI,并通過(guò)層次分析法對(duì)各關(guān)鍵績(jī)效指標(biāo)的權(quán)重予以確定;最后,為優(yōu)化后績(jī)效考核體系的實(shí)施提出相應(yīng)的保障措施,以保證體系能發(fā)揮實(shí)際作用。
[Abstract]:Private enterprises are playing a more and more important role in the economic structure of our country. Governments at all levels have also given support to the development of private enterprises in many aspects, such as policies, funds, etc. However, the pressure of survival and development increases continuously due to the environment of the development of specific industries and the inherent constraints of private enterprises. As a traditional machinery manufacturing enterprise, HS Company is faced with such difficulties. On the one hand, in recent years, it has been affected by the macro-control policies of high-pollution and energy-consuming industries, such as high pollution and high energy consumption, which are restricted by the state in recent years. On the other hand, the performance management level of HS enterprises is still in a low stage, and the existing performance appraisal system has not yet integrated the performance of enterprises, departments and individuals. The development strategy of enterprises is difficult to be effectively implemented. Under this background, I devote myself to the optimization design of the current appraisal system of HS Company, so as to further improve the actual effect of the performance appraisal of the enterprise, and then help HS to improve the management level of the company. Therefore, through the study of relevant theoretical literature at home and abroad, combined with the practice of HS Company, through the comparison of current mainstream performance appraisal methods, I choose the combination of BSC-KPI (key performance Index) and BSC-BSC (balanced Scorecard) and KPI (key performance Index). Re-design the current performance appraisal system of HS Company. The specific process is: first through the BSC-four dimensions: finance, customers, internal processes and learning growth, split the strategic objectives of the enterprise, and then refine the key drivers at all levels, Then according to the key driving factors to determine the corporate level KPIs, then combined with the specific responsibilities of the functional departments and employee job descriptions, decompose departmental KPI and employee KPIs layer by layer, and through AHP to determine the weight of key performance indicators; Finally, the corresponding safeguard measures are put forward for the implementation of the optimized performance appraisal system to ensure that the system can play a practical role.
【學(xué)位授予單位】：揚(yáng)州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.4

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