【摘要】：事業(yè)單位作為政府提供公益服務(wù)的載體，在社會(huì)生產(chǎn)中發(fā)揮著極其重要的作用，為我國(guó)經(jīng)濟(jì)的發(fā)展和社會(huì)的進(jìn)步做出了重要貢獻(xiàn)。隨著我國(guó)經(jīng)濟(jì)體制改革的不斷加深，社會(huì)對(duì)于事業(yè)單位的期望也在逐步提高，事業(yè)單位的改革被提上日程。國(guó)務(wù)院于2011年3月下發(fā)，2012年4月公開發(fā)布的《中共中央國(guó)務(wù)院關(guān)于分類推進(jìn)事業(yè)單位改革的指導(dǎo)意見(jiàn)》，標(biāo)志著我國(guó)事業(yè)單位改革進(jìn)入全新階段�！吨笇�(dǎo)意見(jiàn)》明確了改革總體目標(biāo)及階段性目標(biāo)，提出到2020年建立起功能明確、治理完善、運(yùn)行高效、監(jiān)管有力的管理體制和運(yùn)行機(jī)制，，形成基本服務(wù)優(yōu)先、供給水平適度、布局結(jié)構(gòu)合理、服務(wù)公平公正的中國(guó)特色公益服務(wù)體系。 為了實(shí)現(xiàn)改革目標(biāo)，建立治理完善、運(yùn)行高效的事業(yè)單位機(jī)制，必須對(duì)事業(yè)單位的績(jī)效評(píng)價(jià)方法進(jìn)行改進(jìn)，建立全面、高效的績(jī)效評(píng)價(jià)體系，只有這樣，才能充分調(diào)動(dòng)職工的工作積極性，提高職工的綜合素質(zhì)，保障各項(xiàng)工作的順利開展。 D市道路運(yùn)輸處作為交通運(yùn)輸業(yè)類事業(yè)單位，與其他事業(yè)單位相比，具有一定的特殊性，在提供公益服務(wù)的同時(shí)還兼具行政執(zhí)法能力，對(duì)其進(jìn)行改革將為整個(gè)地區(qū)交通運(yùn)輸市場(chǎng)秩序的良好有序發(fā)展起到促進(jìn)作用。本文將平衡計(jì)分卡績(jī)效評(píng)價(jià)體系引入D市道路運(yùn)輸處，意在將組織戰(zhàn)略目標(biāo)分解為不同層面的具體任務(wù)，使組織的短期目標(biāo)與長(zhǎng)期目標(biāo)，財(cái)務(wù)指標(biāo)與非財(cái)務(wù)指標(biāo)以及內(nèi)部衡量與外部衡量等有機(jī)結(jié)合，全面有效地評(píng)價(jià)組織績(jī)效。 本文在對(duì)D市道路運(yùn)輸處進(jìn)行實(shí)地調(diào)研的基礎(chǔ)上，匯總整理該單位管理者和職工的相關(guān)意見(jiàn)，并運(yùn)用層次分析方法，最終確定了該指標(biāo)體系中相關(guān)指標(biāo)及權(quán)重，為該單位順利實(shí)施平衡計(jì)分卡績(jī)效評(píng)價(jià)指標(biāo)體系提供了參考。同時(shí)，由于各方面因素的限制，致使本研究還存在諸多不足之處，筆者將在今后的實(shí)踐中，結(jié)合該單位的運(yùn)行實(shí)際，對(duì)其績(jī)效評(píng)價(jià)體系不斷進(jìn)行完善，確保平衡計(jì)分卡績(jī)效評(píng)價(jià)體系全面、高效地評(píng)價(jià)組織業(yè)績(jī)。
[Abstract]:As the carrier of public welfare services, institutions play an extremely important role in social production and make important contributions to the economic development and social progress of our country. With the deepening of China's economic system reform, the social expectations for institutions are also gradually raised, and the reform of public institutions has been put on the agenda. Issued by the State Council in March 2011 and published publicly in April 2012, the "guidance opinions of the CPC Central Committee and the State Council on promoting the Reform of Public institutions by Classification", It marks a new stage in the reform of public institutions in China. The guiding opinion clarifies the overall objectives and phased objectives of the reform, and proposes to establish a clear function, perfect governance, and efficient operation by 2020. The supervision and management system and the operation mechanism form the Chinese characteristic public welfare service system with the basic service first, the supply level moderate, the layout structure reasonable, the service fair and just. In order to achieve the goal of reform, establish a perfect and efficient institution mechanism, we must improve the performance evaluation method of the institution and establish a comprehensive and efficient performance evaluation system. In order to fully mobilize the enthusiasm of the staff and workers, improve their comprehensive quality, ensure the smooth development of the work. Compared with other institutions, the Road Transport Department of City D, as a public institution of the type of transportation, has a certain particularity. It also has the ability of administrative law enforcement while providing public welfare services. The reform will promote the good and orderly development of the transportation market in the whole region. In this paper, the balanced Scorecard performance evaluation system is introduced into the Road Transportation Department of D City. The purpose of this paper is to decompose the strategic objectives of the organization into specific tasks at different levels, so that the short-term and long-term objectives of the organization can be achieved. The combination of financial index and non-financial index, internal measurement and external measurement is an effective and comprehensive evaluation of organizational performance. Based on the investigation of D City Road Transportation Office, this paper summarizes and arranges the relevant opinions of the managers and employees of this unit, and finally determines the relevant indexes and weights in the index system by using the analytic hierarchy process. It provides a reference for the implementation of balanced scorecard performance evaluation index system. At the same time, due to the limitations of various factors, there are still many deficiencies in this study. In the future, the author will improve the performance evaluation system of the unit in the light of the actual operation of the unit. To ensure balanced scorecard performance evaluation system is comprehensive and efficient evaluation of organizational performance.
【學(xué)位授予單位】：山東財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F542.6;F275;F272.92

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