【摘要】：公司部門績效評(píng)價(jià)是企業(yè)經(jīng)營中必須面對(duì)的一個(gè)非常實(shí)際的重要課題,它起到的重要作用將影響到企業(yè)的快速健康運(yùn)營發(fā)展,屬于企業(yè)管理的核心問題之一�；ヂ�(lián)網(wǎng)+時(shí)代,全球經(jīng)濟(jì)更加快速發(fā)展,外部市場(chǎng)和競爭環(huán)境瞬息萬變,任何一個(gè)企業(yè)不得不面對(duì)各種機(jī)遇和挑戰(zhàn),面對(duì)紛擾復(fù)雜的生存環(huán)境和強(qiáng)大的競爭壓力。中小企業(yè)或者舊有的財(cái)務(wù)結(jié)果導(dǎo)向的評(píng)價(jià)指標(biāo)體系,因其單一,無法全面反映企業(yè)的綜合績效,不能滿足對(duì)全過程的評(píng)價(jià)和監(jiān)控,不能全面整體的適應(yīng)企業(yè)發(fā)展戰(zhàn)略,對(duì)于中大型企業(yè)是一種損失。這些企業(yè)要求及時(shí)、準(zhǔn)確、有效地對(duì)經(jīng)營部門進(jìn)行績效評(píng)價(jià)和反饋執(zhí)行,就必須建立起相應(yīng)科學(xué)的企業(yè)績效評(píng)價(jià)體系。本論文是對(duì)A公司部門績效評(píng)價(jià)體系的案例研究,通過整理國內(nèi)外績效評(píng)價(jià)體系的理論研究,在經(jīng)過方法論比較后,對(duì)A公司各經(jīng)營部門的實(shí)際情況和績效考核評(píng)價(jià)進(jìn)行嚴(yán)謹(jǐn)科學(xué)剖析,指出存在問題和不足,采用平衡計(jì)分卡,在原理論基礎(chǔ)上給出進(jìn)一步的完善建議,指出打造員工、部門、公司協(xié)調(diào)同步的重要性,打破原先財(cái)務(wù)指標(biāo)單一評(píng)價(jià)的局面,改造不科學(xué)不合理的績效評(píng)價(jià)體系,促使A公司在短期利益指標(biāo)和長期戰(zhàn)略指標(biāo)、財(cái)務(wù)指標(biāo)和非財(cái)務(wù)指標(biāo)以及內(nèi)外部指標(biāo)方面形成平衡,共同助力企業(yè)經(jīng)營整體戰(zhàn)略目標(biāo)的實(shí)現(xiàn)和發(fā)展。對(duì)于A公司過去績效情況,逐漸綜合公司、部門、員工等不同層次的量化考核方式,在薪金、培訓(xùn)、職業(yè)生涯設(shè)計(jì)等方面結(jié)合績效考核的結(jié)果,通過績效管理全過程的監(jiān)控、反饋和溝通,適時(shí)舉行績效結(jié)果溝通討論會(huì),加強(qiáng)對(duì)企業(yè)戰(zhàn)略的宣貫和績效考核的指導(dǎo)溝通,為企業(yè)經(jīng)營目標(biāo)和戰(zhàn)略實(shí)施負(fù)責(zé),形成績效管理有效的反饋和監(jiān)督機(jī)制,實(shí)現(xiàn)經(jīng)營管理優(yōu)化。也希望能對(duì)類似企業(yè)提供績效評(píng)價(jià)體系方面的參考模板,在經(jīng)營戰(zhàn)略與績效管理上逐漸走出一條科學(xué)規(guī)范的道路。
[Abstract]:Corporate sector performance evaluation is a very practical and important subject which must be faced in enterprise management. It plays an important role in the rapid and healthy operation and development of enterprises, and it is one of the core issues of enterprise management. With the rapid development of the global economy and the rapid changes of the external market and competition environment in the Internet era, any enterprise has to face all kinds of opportunities and challenges, and face the complicated living environment and strong competitive pressure. Small and medium-sized enterprises or the old evaluation index system based on financial results, because of its single, can not fully reflect the overall performance of the enterprise, can not meet the entire process of evaluation and monitoring, can not fully adapt to the enterprise development strategy, For large and medium-sized enterprises is a loss. These enterprises require timely, accurate and effective performance evaluation and feedback implementation to the management department, so it is necessary to establish the corresponding scientific enterprise performance evaluation system. This paper is a case study on the performance evaluation system of company A, through the theoretical research of the performance evaluation system at home and abroad, after a methodological comparison, This paper makes a rigorous and scientific analysis of the actual situation and performance evaluation of the management departments of Company A, points out the existing problems and shortcomings, adopts the balanced Scorecard, gives further suggestions for perfection on the basis of the original theory, and points out how to create employees and departments. The importance of coordination and synchronization of companies, breaking the situation of single evaluation of financial indicators, reforming the unscientific and unreasonable performance evaluation system, promoting A company in the short-term benefit index and long-term strategic indicators, Financial indicators and non-financial indicators, as well as internal and external indicators to form a balance, together to help enterprises achieve the overall strategic objectives and development. For the past performance of Company A, we gradually integrated the different levels of quantitative assessment methods, such as company, department, staff, etc., combined with the results of performance appraisal in salary, training, career design, etc., through the monitoring of the whole process of performance management, Feedback and communication, timely holding of performance results communication seminars, strengthening of corporate strategy and performance evaluation of guidance and communication, responsible for the implementation of business objectives and strategies, the formation of effective performance management feedback and supervision mechanism, To realize the optimization of operation and management. We also hope to provide reference template for similar enterprises in performance evaluation system, and gradually step out a scientific and standardized road in business strategy and performance management.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F259.23;F272.5

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