本文選題：績(jī)效管理 + 戰(zhàn)略導(dǎo)向　； 參考：《青島科技大學(xué)》2017年碩士論文

【摘要】：得益于國(guó)家政策的投資和支持,自“十一五”以來(lái),我國(guó)軌道交通行業(yè)發(fā)展迅猛。而伴隨著我國(guó)對(duì)軌道交通的投入持續(xù)增長(zhǎng),在“十三五”期間乃至未來(lái)較長(zhǎng)的一段時(shí)間內(nèi),軌道交通裝備行業(yè)將有更廣闊的發(fā)展前景。S公司作為軌道交通裝備零部件供應(yīng)商欲趁此良機(jī),進(jìn)一步擴(kuò)大經(jīng)營(yíng)規(guī)模,提高自身競(jìng)爭(zhēng)力,并努力實(shí)現(xiàn)公司的轉(zhuǎn)型和升級(jí)。然而S公司原有的績(jī)效考核體系已無(wú)法適應(yīng)和滿足其發(fā)展需要,也存在許多弊端。將其現(xiàn)有的績(jī)效考核體系進(jìn)行研究與再設(shè)計(jì)并完善成為績(jī)效管理循環(huán)體系已經(jīng)迫在眉睫。本文立足于績(jī)效管理理論,運(yùn)用了歸納分析法、訪談?wù){(diào)查法、理論與實(shí)踐相結(jié)合、定性與定量相結(jié)合的方法,并借助了平衡計(jì)分卡、目標(biāo)管理法、關(guān)鍵績(jī)效指標(biāo)法和擺幅置權(quán)法等研究工具,實(shí)現(xiàn)了對(duì)S公司績(jī)效考核體系的研究與再設(shè)計(jì)。其過(guò)程大致如下:首先對(duì)S公司的發(fā)展現(xiàn)狀進(jìn)行了較為詳盡的研究和分析,并對(duì)S公司現(xiàn)有的績(jī)效考核體系進(jìn)行了解讀,簡(jiǎn)明地分析了其需改進(jìn)之處。其次,對(duì)S公司的績(jī)效考核體系進(jìn)行了優(yōu)化和再設(shè)計(jì)。補(bǔ)充了績(jī)效反饋、績(jī)效改進(jìn)等關(guān)鍵環(huán)節(jié),從而完善了整個(gè)績(jī)效管理循環(huán)體系。最后,論文還為再設(shè)計(jì)的績(jī)效管理體系提供了一系列的配套措施來(lái)確保其順利實(shí)施。本文的主要成果在于:將目標(biāo)管理、平衡計(jì)分卡、關(guān)鍵績(jī)效指標(biāo)融合在一起,為S公司建立了戰(zhàn)略導(dǎo)向的績(jī)效管理體系,將員工的行為與公司的戰(zhàn)略目標(biāo)結(jié)合在一起,促進(jìn)了公司戰(zhàn)略目標(biāo)的達(dá)成。同時(shí),也為其他類似企業(yè)的績(jī)效管理的設(shè)計(jì)提供思路和方法。
[Abstract]:Thanks to the investment and support of national policies, rail transit industry in China has developed rapidly since the 11th Five-Year Plan. With the continuous growth of our country's investment in rail transit, during the 13th Five-Year Plan period and even for a longer period of time in the future, Rail transit equipment industry will have a broader development prospects. S company as a rail transit equipment components supplier would like to take advantage of this opportunity to further expand the scale of management to improve their own competitiveness and strive to achieve the transformation and upgrading of the company. However, the original performance appraisal system of S Company has been unable to meet the needs of its development, and there are many drawbacks. It is urgent to research and redesign the existing performance appraisal system and improve it into a performance management cycle system. Based on the theory of performance management, this paper uses the methods of inductive analysis, interview investigation, theory and practice, qualitative and quantitative analysis, balanced scorecard, objective management, etc. Research tools such as key performance index method and swing weight method have realized the research and redesign of S company performance appraisal system. The process is as follows: firstly, the development status of S Company is studied and analyzed in detail, and the existing performance appraisal system of S Company is interpreted, and its improvement is analyzed concisely. Secondly, the performance appraisal system of S Company is optimized and redesigned. Performance feedback, performance improvement and other key links are added to improve the performance management cycle system. Finally, the paper provides a series of supporting measures for the redesigned performance management system to ensure its smooth implementation. The main achievements of this paper are: the integration of objective management, balanced scorecard and key performance indicators, and the establishment of a strategic performance management system for S Company, which combines the behavior of employees with the strategic objectives of the company. Promote the achievement of the strategic objectives of the company. At the same time, it also provides ideas and methods for the design of performance management of other similar enterprises.
【學(xué)位授予單位】：青島科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.472

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