本文選題：G農(nóng)機企業(yè) + 平衡計分卡�。� 參考：《中南大學(xué)》2013年碩士論文

【摘要】：摘要：“十二五”時期國家將加快農(nóng)業(yè)現(xiàn)代化進程、加快社會主義新農(nóng)村建設(shè)。因而,國家將加大對農(nóng)業(yè)的重視,對農(nóng)業(yè)的扶持,這對于農(nóng)業(yè)機械行業(yè)來說,無疑是一次機遇,而面對巨大的農(nóng)機市場,對于農(nóng)業(yè)機械化的要求,這也是一次挑戰(zhàn)。G農(nóng)機企業(yè)是一家有著十幾年歷史的汽車配件與農(nóng)機制造企業(yè),面對機遇與挑戰(zhàn),爭取順勢發(fā)展壯大。本文將從平衡計分卡的角度對其績效管理進行梳理,G農(nóng)機企業(yè)雖然有其特性,但也兼顧了相似類型企業(yè)的共性,希望能對類似企業(yè)的績效管理有所啟發(fā)和借鑒。 本論文以績效管理理論、平衡計分卡理論為基礎(chǔ),首先了解G農(nóng)機企業(yè)的基本情況以及分析了其績效管理現(xiàn)狀,指出其存在的問題,并對其所處的行業(yè)及自身的優(yōu)劣勢進行了分析,并根據(jù)其戰(zhàn)略描繪了戰(zhàn)略地圖,進而基于平衡計分卡,從公司、部門以及員工三個層面構(gòu)建績效管理指標,并以財務(wù)部門為例,對指標的具體設(shè)置以及權(quán)重的分配做范例。最后,根據(jù)對績效管理體系的實施做出初步評估,并給出績效評價結(jié)果的應(yīng)用以及結(jié)果的修正。 本文的創(chuàng)新點主要是：首先,從企業(yè)所處的環(huán)境去理解企業(yè)的戰(zhàn)略；其次,從四個維度繪制了G企業(yè)的戰(zhàn)略地圖,并從三個層面設(shè)計績效評價指標體系；第三,以財務(wù)部以及財務(wù)崗位為例說明了績效指標的設(shè)計及權(quán)重的劃分。
[Abstract]:Absrtact: the state will speed up the process of agricultural modernization and the construction of new socialist countryside in the period of the Twelfth Five-Year Plan. As a result, the state will pay more attention to and support agriculture, which is undoubtedly an opportunity for the agricultural machinery industry. In the face of the huge agricultural machinery market, the demand for agricultural mechanization, This is also a challenge. G agricultural machinery enterprise is a more than ten years of history of auto parts and agricultural machinery manufacturing enterprises, facing opportunities and challenges, striving for the development and expansion of the trend. This paper will comb its performance management from the point of view of balanced scorecard, although it has its own characteristics, but also give consideration to the similarities of similar types of enterprises, hoping to provide inspiration and reference to the performance management of similar enterprises. Based on the theory of performance management and the theory of balanced scorecard, this paper first understands the basic situation of G agricultural machinery enterprises, analyzes the present situation of its performance management, and points out its existing problems. It also analyzes the advantages and disadvantages of its industry and its own advantages and disadvantages, and describes the strategic map according to its strategy, and then, based on the balanced scorecard, constructs performance management indicators from the three levels of company, department and staff, and takes the finance department as an example. The specific setting of indicators and the distribution of weights to do an example. Finally, according to the implementation of the performance management system to make a preliminary evaluation, and the application of performance evaluation results and the correction of the results. The innovation of this paper is as follows: first, to understand the enterprise strategy from the environment of the enterprise; secondly, draw the strategic map of G enterprise from four dimensions, and design the performance evaluation index system from three levels; third, Take finance department and finance position as an example to illustrate the design of performance indicators and the division of weights.
【學(xué)位授予單位】：中南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.4;F406.7

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相關(guān)期刊論文 前1條

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