本文選題：績效考核 + 平衡計分卡��； 參考：《揚(yáng)州大學(xué)》2017年碩士論文

【摘要】：民營企業(yè)在我國經(jīng)濟(jì)結(jié)構(gòu)中扮演著越來越重要的角色,各級政府也對民營企業(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,近幾年受國家限制水泥、鋼鐵等高污染、高耗能過剩行業(yè)宏觀調(diào)控政策影響,水泥機(jī)械裝備市場需求持續(xù)低迷;另一方面,]HS企業(yè)績效管理水平仍處于較低階段,目前既有的績效考核體系尚未將企業(yè)、部門及個人的績效完整銜接,企業(yè)的發(fā)展戰(zhàn)略難以得到有效實施。在此背景下,本人致力對HS公司現(xiàn)行的考核體系進(jìn)行優(yōu)化設(shè)計,以此來進(jìn)一步改善企業(yè)的績效考核實效,進(jìn)而幫助HS提升公司的經(jīng)營管理水平。為此,本人通過對國內(nèi)外相關(guān)理論文獻(xiàn)的研讀,結(jié)合HS公司實際,經(jīng)過對當(dāng)下主流績效考核方法的對比,選擇以BSC(平衡計分卡)和KPI(關(guān)鍵績效指標(biāo))二者相結(jié)合的方式,對HS公司現(xiàn)行的績效考核體系進(jìn)行再優(yōu)化設(shè)計。具體流程為:先通過BSC(平衡計分卡)的四個維度:財務(wù)、客戶、內(nèi)部流程和學(xué)習(xí)成長,拆分企業(yè)的戰(zhàn)略目標(biāo),進(jìn)而細(xì)化各個層面的關(guān)鍵驅(qū)動因素,然后根據(jù)關(guān)鍵驅(qū)動因素確定公司級KPI,隨后結(jié)合各職能部門具體職責(zé)以及員工崗位說明書,層層分解出部門級KPI和員工KPI,并通過層次分析法對各關(guān)鍵績效指標(biāo)的權(quán)重予以確定;最后,為優(yōu)化后績效考核體系的實施提出相應(yīng)的保障措施,以保證體系能發(fā)揮實際作用。
[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)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F426.4

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 楊威;;基于KPI為核心的企業(yè)績效考核探析[J];現(xiàn)代國企研究;2016年02期

2 廖建橋;;中國式績效管理:特點、問題及發(fā)展方向[J];管理學(xué)報;2013年06期

3 張川;楊玉龍;高苗苗;;中國企業(yè)非財務(wù)績效考核的實踐問題和研究挑戰(zhàn)——基于文獻(xiàn)研究的探討[J];會計研究;2012年12期

4 胡舟;;WL集團(tuán)公司績效評價體系存在的問題及改進(jìn)[J];財務(wù)與會計;2012年09期

5 趙君;廖建橋;張永軍;;績效考核對員工反倫理行為的影響:研究綜述與未來展望[J];管理評論;2011年11期

6 王艷艷;;MBO、KPI、BSC績效指標(biāo)體系設(shè)計思想比較研究[J];現(xiàn)代管理科學(xué);2011年03期

7 徐振亭;劉怫翔;;論KPI績效考核體系的構(gòu)建[J];中國管理信息化;2010年17期

8 張志紅;;績效管理本土化問題研究[J];山東社會科學(xué);2009年08期

9 楊晗;;BSC本土化問題及對策[J];中國商界(下半月);2008年03期

10 趙玉田;楊梨;;基于BSC、EVA、KPI理論的企業(yè)績效評價體系的構(gòu)建[J];全國商情(經(jīng)濟(jì)理論研究);2007年08期

相關(guān)碩士學(xué)位論文 前3條

1 王紅如;基于KPI的G企業(yè)項目經(jīng)理績效考核體系研究[D];北京交通大學(xué);2015年

2 李晟;Y旅游公司績效考核改進(jìn)研究[D];廈門大學(xué);2014年

3 賴明忠;長沙水業(yè)集團(tuán)子公司平衡計分卡考核體系設(shè)計[D];湖南大學(xué);2014年

，

本文編號：1827851