【摘要】：隨著市場(chǎng)競(jìng)爭(zhēng)的不斷加劇,企業(yè)越來(lái)越感覺(jué)到提高自身管理水平的重要性。戰(zhàn)略為一個(gè)企業(yè)指明了發(fā)展方向,績(jī)效管理作為企業(yè)人力資源管理的重要手段,都是提高公司管理水平的重要部分。但在目前的情況是,大多數(shù)公司都存在著績(jī)效管理與公司的戰(zhàn)略相脫節(jié)、績(jī)效指標(biāo)設(shè)置不合理、對(duì)于績(jī)效管理的過(guò)程缺乏有效的管理和溝通等問(wèn)題。所以,制定適應(yīng)公司戰(zhàn)略要求的績(jī)效管理體系顯得十分重要。本文首先介紹了選題的背景和意義,研究?jī)?nèi)容和方法,以及研究框架和思路;通過(guò)對(duì)戰(zhàn)略性績(jī)效管理相關(guān)理論的綜述,使我了解到以戰(zhàn)略為導(dǎo)向的績(jī)效管理方法,平衡計(jì)分卡可以將公司戰(zhàn)略融入公司的績(jī)效管理中來(lái),提高公司的管理水平;在此理論的基礎(chǔ)上,以MD公司為例,根據(jù)MD公司的基本情況和公司架構(gòu)等,通過(guò)深入的分析,找出MD公司在績(jī)效管理方面存在的問(wèn)題;針對(duì)這些問(wèn)題,通過(guò)分析MD公司的使命、價(jià)值觀和愿景,總結(jié)出MD公司的戰(zhàn)略目標(biāo),并以此繪制出MD公司的戰(zhàn)略地圖,根據(jù)戰(zhàn)略地圖分別從財(cái)務(wù)、顧客、內(nèi)部運(yùn)營(yíng)和學(xué)習(xí)與成長(zhǎng)四個(gè)維度,分別對(duì)MD公司、部門和個(gè)人三個(gè)方面進(jìn)行了績(jī)效指標(biāo)的設(shè)計(jì),制定績(jī)效考核和考核結(jié)果運(yùn)用方案,全面構(gòu)建了MD公司的績(jī)效管理體系;最后,提出了MD公司績(jī)效管理體系實(shí)施的保障措施。本文從MD公司的戰(zhàn)略出發(fā),運(yùn)用戰(zhàn)略性績(jī)效管理的相關(guān)理論和方法,結(jié)合MD公司的實(shí)際情況,利用平衡計(jì)分卡對(duì)MD公司的績(jī)效管理體系進(jìn)行了構(gòu)建,使企業(yè)的績(jī)效管理可以更好的對(duì)企業(yè)戰(zhàn)略提供支持,這個(gè)案例也可以為其他類似企業(yè)制定戰(zhàn)略性績(jī)效管理方案提供了依據(jù)。
[Abstract]:With the increasing market competition, enterprises more and more feel the importance of improving their own management level. The strategy points out the development direction for an enterprise. As an important means of enterprise human resource management, performance management is an important part of improving the management level of the company. However, at present, most companies have some problems, such as the disconnection between performance management and the strategy of the company, the unreasonable setting of performance indicators, and the lack of effective management and communication for the process of performance management. Therefore, it is very important to formulate a performance management system to meet the requirements of the company strategy. First of all, this paper introduces the background and significance of the topic, the research content and methods, as well as the research framework and ideas; Through the summary of the related theories of strategic performance management, I can understand the strategy-oriented performance management method, balanced scorecard can integrate the company strategy into the performance management of the company, and improve the management level of the company. On the basis of this theory, taking MD Company as an example, according to the basic situation and structure of MD Company, through in-depth analysis, the existing problems of MD Company in performance management are found out. In order to solve these problems, by analyzing the mission, values and vision of MD, this paper summarizes the strategic objectives of MD, and draws the strategic map of MD, according to the strategic map, from finance and customer, In the four dimensions of internal operation, learning and growth, the performance indicators of MD company, department and individual are designed, the performance appraisal and the application scheme of evaluation results are worked out, and the performance management system of MD company is constructed in an all-round way. Finally, the paper puts forward the safeguard measures for the implementation of MD performance management system. Starting from the strategy of MD Company, using the relevant theories and methods of strategic performance management, combined with the actual situation of MD Company, this paper constructs the performance management system of MD Company by using balanced Scorecard. So that the performance management of enterprises can better support the enterprise strategy, this case can also provide a basis for other similar enterprises to formulate strategic performance management programs.
【學(xué)位授予單位】：內(nèi)蒙古財(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;F426.92

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