【摘要】：近幾年全球經(jīng)濟(jì)形勢低迷,國內(nèi)實(shí)體經(jīng)濟(jì)處于下滑階段,各中小型企業(yè)一方面處于國內(nèi)經(jīng)濟(jì)總體走勢放緩階段,一方面又面臨企業(yè)間競爭加劇。新時(shí)代下,企業(yè)競爭的主體就是人才的競爭,企業(yè)競爭的核心在于人才,核心管理為企業(yè)內(nèi)部的績效管理,而績效管理的核心就是員工的績效指標(biāo)體系。企業(yè)沒有對的績效指標(biāo)體系,只有合適的績效指標(biāo)體系,企業(yè)所有的戰(zhàn)略及內(nèi)部管理實(shí)施是需要人去實(shí)現(xiàn)并有效“落地”的,如何加強(qiáng)企業(yè)內(nèi)部管理,很多企業(yè)經(jīng)理人的目光投向建立有效的績效指標(biāo)體系,以提高企業(yè)執(zhí)行戰(zhàn)略“落地”的能力。本文的研究并不是全盤否定或者摒棄傳統(tǒng)的績效指標(biāo)設(shè)計(jì)體系及模式,而是在此基礎(chǔ)上通過對公司績效指標(biāo)體系設(shè)計(jì)中的不足進(jìn)行改進(jìn),通過項(xiàng)目制的運(yùn)營理念加入到傳統(tǒng)的績效指標(biāo)設(shè)計(jì)中去,以此對績效指標(biāo)體系的理論進(jìn)行補(bǔ)充,企業(yè)進(jìn)行績效實(shí)踐“落地”時(shí)有很好地實(shí)際借鑒作用。本文以M公司的項(xiàng)目制績效指標(biāo)優(yōu)化應(yīng)用為例,在對企業(yè)績效指標(biāo)體系設(shè)計(jì)及實(shí)施過程進(jìn)行一般分析的基礎(chǔ)上,結(jié)合M公司項(xiàng)目制績效指標(biāo)體系設(shè)計(jì)及實(shí)施中的實(shí)踐,深入研究其績效指標(biāo)設(shè)計(jì)內(nèi)涵、由傳統(tǒng)考核評估型轉(zhuǎn)變?yōu)樽晕因?qū)動(dòng)型績效管理,以期從制度、流程和人員三個(gè)層面,總結(jié)M公司在績效指標(biāo)體系設(shè)計(jì)及實(shí)施過程經(jīng)驗(yàn),以提高企業(yè)績效指標(biāo)設(shè)計(jì)水平及落實(shí)企業(yè)戰(zhàn)略的執(zhí)行能力,為國內(nèi)大多數(shù)企業(yè)進(jìn)行項(xiàng)目運(yùn)營模式的公司提供了很好地樣本案例。
[Abstract]:In recent years, the global economic situation is low, and the domestic real economy is in a stage of decline. On the one hand, the small and medium-sized enterprises are in the stage of the overall domestic economic trend slowing down; on the other hand, they are facing intensified competition among enterprises. In the new era, the main body of enterprise competition is talent competition, the core of enterprise competition is talent, the core management is internal performance management, and the core of performance management is the performance index system of employees. The enterprise has no right performance index system, only the appropriate performance index system, the implementation of all strategies and internal management needs people to achieve and effective "landing", how to strengthen the internal management of the enterprise, Many enterprise managers set up an effective performance index system to improve the ability of implementing strategy. The research of this paper is not to completely negate or abandon the traditional performance index design system and model, but on this basis through the improvement of the deficiencies in the design of corporate performance index system. The operational concept of the project system is added to the traditional performance index design, which complements the theory of the performance index system, and it has a good practical reference function when the enterprise carries out the performance practice "landing". This article takes M Company's project system performance index optimization application as an example, on the basis of the general analysis to the enterprise performance index system design and the implementation process, unifies the M company project system performance index system design and the implementation practice. In order to sum up M company's experience in the design and implementation of performance index system, the connotation of performance index design is deeply studied, and the traditional evaluation type is transformed into self-driven performance management. In order to sum up M company's experience in the design and implementation of performance index system from three aspects of system, process and personnel, In order to improve the design level of enterprise performance indicators and implement the implementation of enterprise strategy, it provides a good sample case for most domestic enterprises to carry out project operation model.
【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;F426.92

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