本文選題：績效管理　切入點：平衡計分卡　出處：《首都經(jīng)濟貿(mào)易大學(xué)》2017年碩士論文

【摘要】：筆者以工作單位----互聯(lián)網(wǎng)金融行業(yè)知名企業(yè)RX公司為研究對象,分析其現(xiàn)行的績效管理體系存在的問題,探討實施績效管理體系的優(yōu)化方案。作為一家在行業(yè)具有高知名度的公司,在面對我國日趨激烈的金融競爭環(huán)境下,現(xiàn)實行的為傳統(tǒng)的以KPI(關(guān)鍵績效指標(biāo))為主的績效管理方案,目的是促進員工成長、提升公司績效和行業(yè)地位。然而,RX公司在績效管理的實施過程中,存在很多問題。本文通過由表及里的思路,首先找出主要問題,剖析問題出現(xiàn)的原因,進一步探討實施績效管理體系的優(yōu)化變革思路。通過對目前應(yīng)用較多的績效方法作對比分析,筆者提出“基于BSC(平衡計分卡)的OKR(目標(biāo)與關(guān)鍵成果法)績效管理體系優(yōu)化方案”,并將OKR的實施過程與績效管理PDCA循環(huán)相結(jié)合。首先獲得公司高管層的支持和認(rèn)可,先在公司各業(yè)務(wù)組織績效層面上應(yīng)用實施。通過被考核主體發(fā)起任務(wù)目標(biāo),由上級領(lǐng)導(dǎo)層評估其可行性;雙方充分溝通,明確目標(biāo)的“關(guān)鍵結(jié)果”;在執(zhí)行過程中的定期“回顧和糾偏”來保證各部門的努力方向是無誤的;最后通過對考核結(jié)果的分析來具體分析各業(yè)務(wù)的業(yè)績情況和運營能力,并判斷當(dāng)期目標(biāo)的科學(xué)合理性,以此作為制定下一個考核期任務(wù)目標(biāo)的依據(jù)之一。本論文案例分析采用了理論與實踐相結(jié)合的方法,以BSC、OKR等工具為框架,制定更適用于RX公司的績效管理優(yōu)化方案。最后,通過對RX公司各業(yè)務(wù)的績效考核結(jié)果分析,得出較之前更加全面的各業(yè)務(wù)業(yè)績分析和近期發(fā)展、運營能力評價。雖然本論文中存在一定的問題和不足,但RX公司具有一定的業(yè)務(wù)規(guī)模和發(fā)展特點,對于其他同類企業(yè)的績效管理實施有一定的借鑒意義。
[Abstract]:The author takes RX Company, a well-known enterprise in Internet finance industry, as the research object, analyzes the problems existing in its current performance management system, and probes into the optimization scheme of implementing the performance management system.As a company with high reputation in the industry, in the face of the increasingly fierce financial competition environment in our country, the reality is the traditional KPI (key performance indicators) based performance management program, the purpose of which is to promote the growth of employees.Improve company performance and position in the industry.However, there are many problems in the performance management of RX Company.This article through the thought from the outside to the inside, first finds out the main question, analyzes the reason which the question appears, further discusses the implementation performance management system optimization transformation thought.Through the comparison and analysis of the performance methods used at present, the author puts forward the "OKR (goal and key result method) performance management system optimization scheme based on the balanced Scorecard", and combines the implementation process of OKR with the PDCA cycle of performance management.First of all, the support and recognition of the company executives, first in the company business organization performance level application.The task objective is initiated by the subject under examination, and the feasibility of the task is evaluated by the superior leadership; the two sides communicate fully to clarify the "key results" of the target;In the process of implementation of the regular "review and correction" to ensure that the direction of the efforts of various departments is correct; finally, through the analysis of the results of the assessment to analyze the performance of the business and operational capabilities, and to judge the scientific rationality of the current goal,This is one of the bases for setting goals for the next assessment period.This paper adopts the method of combining theory and practice, taking BSCOKR and other tools as the framework, and formulates the performance management optimization scheme which is more suitable for RX company.Although there are some problems and shortcomings in this paper, RX company has certain business scale and development characteristics, which has certain reference significance for the performance management of other similar enterprises.
【學(xué)位授予單位】：首都經(jīng)濟貿(mào)易大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F724.6;F832.39;F272.92

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