本文關(guān)鍵詞： 績效評估 指標(biāo)體系 平衡計分卡 關(guān)鍵績效指標(biāo)　出處：《河北工業(yè)大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：論文通過對HT公司的發(fā)展歷程回顧，介紹了公司內(nèi)部運行情況和外部行業(yè)發(fā)展趨勢，然后對公司現(xiàn)有的績效評估體系進(jìn)行了分析，進(jìn)而發(fā)現(xiàn)該體系存在諸多不足之處。目前公司采用的績效管理體系還是以財務(wù)指標(biāo)為主，已經(jīng)明顯不適應(yīng)現(xiàn)代企業(yè)發(fā)展的需要，因此作為HT公司人力資源管理部門的成員，我的論文的目的是要對公司現(xiàn)行的績效評估體系予以改進(jìn)，借鑒國內(nèi)外企業(yè)績效評價的研究成果和實踐經(jīng)驗，重新建立一套全面、合理、科學(xué)的績效評估體系。 論文綜合了兩類管理界經(jīng)常采用的理論工具作為構(gòu)建評估體系的理論基礎(chǔ)，它們分別是平衡計分卡和關(guān)鍵績效指標(biāo)。從功能上看，BSC能夠統(tǒng)籌兼顧企業(yè)內(nèi)部的財務(wù)、顧客、內(nèi)部流程和學(xué)習(xí)成長等四個方面的基本組成要素，而KPI則是將企業(yè)戰(zhàn)略轉(zhuǎn)化為具體行動的紐帶。如果說前者考慮的重點是戰(zhàn)略目標(biāo)均衡問題，那么后者則是要根據(jù)戰(zhàn)略目標(biāo)找出具體能夠知道企業(yè)成功的關(guān)鍵因素。當(dāng)然，BSC和KPI的有著不同實施目標(biāo)，如果單純考慮KPI的話，它的要素基本是相互獨立的，并沒有體現(xiàn)彼此的聯(lián)系，必須通過結(jié)合BSC框架才能使之成為一個互相驅(qū)動的關(guān)系網(wǎng)絡(luò)。因此，論文的主要內(nèi)容就是闡述如何將BSC與KPI完美地結(jié)合起來，達(dá)到幫助HT公司實現(xiàn)績效管理效用最大化的目的。以此為基礎(chǔ)，論文構(gòu)建了包括19項評價指標(biāo)的HT公司業(yè)務(wù)部門績效評估指標(biāo)體系。該體系結(jié)合了關(guān)鍵財務(wù)指標(biāo)和非財務(wù)指標(biāo)，體現(xiàn)了企業(yè)短期利益和長期利益、戰(zhàn)略和戰(zhàn)術(shù)相兼顧的優(yōu)勢，綜合了BSC和KPI兩種理論的優(yōu)點。同時也需要認(rèn)識到，論文提出的評估體系還處于試驗階段，需要在未來公司的管理實踐中不斷總結(jié)和完善，以期在績效評估中發(fā)揮更好的作用。 根據(jù)論文的研究結(jié)果，HT公司應(yīng)積極地進(jìn)行激勵方案調(diào)整和改進(jìn)，，設(shè)計具有高彈性和長遠(yuǎn)目標(biāo)的薪酬體系，例如可以通過面向員工設(shè)置科技創(chuàng)新獎勵、創(chuàng)建學(xué)習(xí)性組織氛圍、加強(qiáng)企業(yè)文化建設(shè)和提供職業(yè)生涯雙軌制等方式，完善現(xiàn)有的公司激勵方案，以期達(dá)到激勵HT公司員工和提高各個業(yè)務(wù)部門績效水平的目的。
[Abstract]:Through the review of the development of HT Company, the paper introduces the internal operation of the company and the development trend of the external industry, and then analyzes the existing performance evaluation system of the company. Then found that the system has many shortcomings. At present, the performance management system adopted by the company is mainly based on financial indicators, which has obviously not adapted to the needs of the development of modern enterprises. Therefore, as a member of human resources management department of HT Company, the purpose of my thesis is to improve the current performance evaluation system of the company, and to learn from the research results and practical experience of performance evaluation at home and abroad. To re-establish a comprehensive, reasonable, scientific performance evaluation system. The thesis synthesizes two kinds of theory tools which are often used by management circles as the theoretical basis of constructing the evaluation system. They are the balanced scorecard and the key performance index. BSC can balance the four basic components of the financial, customer, internal process and learning growth of the enterprise. But KPI is the link that transforms the enterprise strategy into concrete action. If the former considers the strategic goal equilibrium question. Then the latter is to find out the key factors to know the success of the enterprise according to the strategic objectives. Of course, KPI and BSC have different implementation objectives, if only consider the KPI. Its elements are basically independent of each other, and do not reflect the relationship between each other, must be combined with the BSC framework to make it a mutually driven relationship network. The main content of this paper is to explain how to perfect the combination of BSC and KPI to help HT achieve the purpose of maximizing the effectiveness of performance management. This paper constructs a performance evaluation index system of business department of HT Company which includes 19 evaluation indexes. This system combines key financial indicators and non-financial indicators and reflects the short-term and long-term interests of the enterprise. The advantages of both strategy and tactics combine the advantages of BSC and KPI. At the same time, we need to realize that the evaluation system proposed in this paper is still in the experimental stage. In order to play a better role in the performance evaluation, it is necessary to summarize and improve the management practice of the company in the future. According to the research results of the paper, HT company should actively adjust and improve the incentive scheme, and design a salary system with high flexibility and long-term goals, such as setting up scientific and technological innovation awards for employees. Create a learning organizational atmosphere, strengthen corporate culture construction and provide career dual track system, and improve the existing corporate incentive scheme. To achieve the purpose of motivating HT employees and improving the performance level of various business departments.
【學(xué)位授予單位】：河北工業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F426.48

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