發(fā)布時(shí)間：2018-09-01 12:34

【摘要】：洛陽(yáng)軸研科技公司由國(guó)家級(jí)科研院所股份化改制而來(lái)，屬于典型的高新技術(shù)企業(yè)，具有依賴知識(shí)型員工和以創(chuàng)新為發(fā)展驅(qū)動(dòng)等特點(diǎn)，傳統(tǒng)績(jī)效管理方法已無(wú)法滿足企業(yè)的發(fā)展。平衡記分卡作為先進(jìn)的績(jī)效管理工具，從財(cái)務(wù)層、客戶層、內(nèi)部業(yè)務(wù)流程層、學(xué)習(xí)與成長(zhǎng)層等四個(gè)層次構(gòu)建企業(yè)整體績(jī)效指標(biāo)，并通過組織協(xié)同，實(shí)現(xiàn)組織各部門和全體員工與企業(yè)戰(zhàn)略的一致性，能夠很好地解決軸研科技等高新技術(shù)企業(yè)的績(jī)效管理難題。 論文第一部分，匯總了國(guó)內(nèi)外關(guān)于平衡記分卡的研究現(xiàn)狀，，并對(duì)績(jī)效管理相關(guān)理論進(jìn)行梳理。論文第二部分，以洛陽(yáng)軸研科技有限公司為例，采用實(shí)地調(diào)研、問卷調(diào)查等方法獲得公司相關(guān)資料，研究該公司績(jī)效管理現(xiàn)狀，通過分析發(fā)現(xiàn)該公司存在對(duì)績(jī)效管理認(rèn)識(shí)不夠、績(jī)效管理與戰(zhàn)略目標(biāo)脫節(jié)、績(jī)效考核指標(biāo)體系不健全、評(píng)估主體單一、考核結(jié)果處理不科學(xué)等問題。論文第三部分，結(jié)合平衡記分卡理論，構(gòu)建企業(yè)整體層面的四層次績(jī)效指標(biāo)體系，并將之分解為部門和員工層面的績(jī)效指標(biāo)，構(gòu)建起企業(yè)的三級(jí)四層次指標(biāo)體系。采用層次分析法及專家打分法確定各層次指標(biāo)權(quán)重。結(jié)合績(jī)效管理實(shí)施的四階段模型，探討了如何將這一全新的績(jī)效管理體系運(yùn)用于該公司。論文最后一部分，針對(duì)該體系的運(yùn)用提出了幾點(diǎn)保障策略，并對(duì)研究成果進(jìn)行了總結(jié)，展望了企業(yè)應(yīng)用BSC方法過程中需要進(jìn)一步解決的問題。
[Abstract]:Luoyang Shaoyan Science and Technology Co., Ltd is a typical high-tech enterprise, which is formed by joint-stock reform of national scientific research institute. It has the characteristics of relying on knowledge workers and driving by innovation. The traditional performance management method can not meet the development of enterprises. As an advanced performance management tool, balanced Scorecard constructs corporate performance indicators from four levels: financial layer, customer level, internal business process layer, learning and growth layer, and through organizational collaboration, Realizing the consistency of organization departments and all employees with the enterprise strategy can solve the problem of performance management of high-tech enterprises such as axis research technology and so on. The first part of the paper summarizes the research status of balanced scorecard at home and abroad, and reviews the relevant theories of performance management. In the second part of the paper, taking Luoyang Axial Research Technology Co., Ltd as an example, using field investigation, questionnaire survey and other methods to obtain the relevant information of the company, to study the current situation of the company's performance management, and find that the company does not know enough about the performance management through the analysis. The performance management is out of touch with the strategic goal, the performance appraisal index system is not perfect, the evaluation body is single, the evaluation result is not scientific and so on. In the third part, combining the balanced Scorecard theory, the paper constructs a four-level performance index system at the overall level of the enterprise, and decomposes it into the performance index of the department and the employee level, and constructs the three-level four-level index system of the enterprise. Analytic hierarchy process (AHP) and expert scoring method are used to determine the weight of each index. Based on the four-stage model of performance management, this paper discusses how to apply this new performance management system to the company. In the last part of the paper, some strategies are put forward for the application of this system, and the research results are summarized, and the problems that need to be solved in the process of applying BSC method in enterprises are prospected.
【學(xué)位授予單位】：西安建筑科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F426.4

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本文編號(hào)：2217212