本文選題：財務(wù)崗位 + BSC��； 參考：《云南師范大學(xué)》2017年碩士論文

【摘要】：我國私營企業(yè)在改革開放近40年的市場化進程中幾經(jīng)沉浮,不斷在摸索中探索到企業(yè)生存發(fā)展的道路,這些寶貴的經(jīng)驗對中國企業(yè)的發(fā)展有著極其顯著的象征意義。這些經(jīng)驗中,最讓企業(yè)管理人員銘記的便應(yīng)該是企業(yè)績效管理,可以說,企業(yè)的績效管理在某種程度上是企業(yè)的“頑疾”,但又不得不去面對。私營企業(yè)在績效管理上不斷的尋找適合的工具與思路去規(guī)范公司的管理。我國理論界也不停的在為實業(yè)界出謀劃策。本文就僅針對在企業(yè)中占有重要意義的財務(wù)部績效管理進行分析,這是企業(yè)的“錢袋子”,對企業(yè)的發(fā)展有著極其重要的作用。但過往的企業(yè)績效考核經(jīng)歷卻也凸顯出了財務(wù)部門的本身的一些管理問題,例如:財務(wù)部門工作職責(zé)不明確、財務(wù)人員配置不合理、財務(wù)崗位權(quán)責(zé)職不完整等,這些都造成了財務(wù)部門績效考核無法推行,績效指標無法制定、績效工作無法開展的績效管理窘境。對企業(yè)來說,也給公司的財務(wù)管理工作帶來了難題。因此系統(tǒng)化的財務(wù)部門績效管理以及對財務(wù)各崗位KPI指標清晰化的任務(wù)迫在眉睫。DC公司為了解決財務(wù)中心績效管理與考核的問題,通過利用BSC戰(zhàn)略地圖等工具,將公司戰(zhàn)略與財務(wù)KPI結(jié)合,清晰的勾勒出了公司財務(wù)部門績效KPI指標,并且通過對財務(wù)中心組織架構(gòu)、職位定崗、定編的規(guī)劃與調(diào)整,完整的將財務(wù)部門的KPI調(diào)整到了各崗位上,與此同時,還添加了財務(wù)人員所需要的素質(zhì)考核的指標,使得公司財務(wù)部門各崗位KPI即完整又可執(zhí)行。這是對公司財務(wù)人員設(shè)置績效KPI評價的一次成功的經(jīng)驗,值得學(xué)習(xí)與借鑒,本文將從理論出發(fā),根據(jù)DC公司在過去財務(wù)人員績效管理中面對的問題,以及后期通過BSC與KPI提出的模型,對DC公司財務(wù)KPI指標的制定流程進行分析與發(fā)掘,為其他公司的財務(wù)部門績效管理提供可靠的案例支持。
[Abstract]:During the nearly 40 years of reform and opening up to the outside world, private enterprises in our country have experienced ups and downs, and have been exploring the way of survival and development of enterprises. These valuable experiences are of great symbolic significance to the development of Chinese enterprises.Among these experiences, the enterprise managers should remember the enterprise performance management most. It can be said that the performance management of the enterprise is, to some extent, the "stubborn disease" of the enterprise, but it has to be faced with.Private enterprises in the performance management constantly looking for the appropriate tools and ideas to regulate the management of the company.China's theoretical circles are also constantly for the industry to give advice.This paper analyzes only the financial department performance management which is of great significance in the enterprise, which is the "purse" of the enterprise and plays an extremely important role in the development of the enterprise.However, the past performance appraisal experience of enterprises has also highlighted some management problems of the financial department itself. For example, the work responsibilities of the finance department are not clear, the financial personnel configuration is not reasonable, the responsibility and responsibility of the financial post are incomplete, and so on.These results in the financial department performance appraisal can not be carried out, performance indicators can not be formulated, performance work can not be carried out performance management dilemma.To the enterprise, also to the company's financial management work has brought the difficult problem.Therefore, the systematic performance management of financial department and the task of clarifying the KPI index of each financial post is urgent. In order to solve the problem of financial center performance management and evaluation, DC Company uses BSC strategic map and other tools.Combining the company strategy with the financial KPI, it clearly outlines the performance KPI index of the finance department of the company, and plans and adjusts the organizational structure of the financial center, the position, the post, the arrangement and the adjustment of the financial center.The KPI of finance department is adjusted to every position completely, at the same time, the index of quality examination is added, which makes the KPI of finance department complete and executable.This is a successful experience of setting up performance KPI evaluation for the financial personnel of the company, and it is worth learning and drawing lessons from. This article will proceed from the theory, according to the problems faced by DC Company in the past financial personnel performance management,Through the model proposed by BSC and KPI in the later period, this paper analyzes and excavates the development process of the financial KPI index of DC Company, and provides reliable case support for the performance management of other financial departments.
【學(xué)位授予單位】：云南師范大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F49

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