本文選題：績(jī)效評(píng)價(jià) + 市場(chǎng)經(jīng)濟(jì)�。� 參考：《遼寧大學(xué)》2017年碩士論文

【摘要】：當(dāng)前,隨著經(jīng)濟(jì)全球化的發(fā)展,我國(guó)的市場(chǎng)經(jīng)濟(jì)體制發(fā)展也逐漸完善,目前對(duì)于企業(yè)尤其是國(guó)有企業(yè)來(lái)說(shuō),如何建立合適的組織結(jié)構(gòu)和科學(xué)規(guī)范的管理方式成為了重中之重。對(duì)于國(guó)有企業(yè)來(lái)說(shuō),除了實(shí)現(xiàn)股東財(cái)富最大化的目標(biāo)之外,還有一個(gè)目標(biāo)就是幫助社會(huì)提供就業(yè)機(jī)會(huì),為整個(gè)社會(huì)以及環(huán)境出自己的一份力。所以,公司應(yīng)該在其發(fā)展的方向上進(jìn)行改變,可以保證企業(yè)實(shí)現(xiàn)的長(zhǎng)久發(fā)展目標(biāo),為利益相關(guān)者、為國(guó)家做出自身的貢獻(xiàn)。績(jī)效評(píng)價(jià)是企業(yè)發(fā)展的基礎(chǔ)也是前提,良好的績(jī)效評(píng)價(jià)體系不僅有助于企業(yè)進(jìn)行管理,更有助于企業(yè)實(shí)現(xiàn)企業(yè)的長(zhǎng)期目標(biāo),企業(yè)如果能夠通過(guò)建立出一套合適的績(jī)效評(píng)價(jià)體系就能夠?qū)τ谄髽I(yè)每個(gè)部門、層級(jí)乃至員工的執(zhí)行情況都有效并且準(zhǔn)確的評(píng)價(jià),可以盡量保證企業(yè)實(shí)現(xiàn)長(zhǎng)久目標(biāo)。在以上環(huán)境下,為了逐漸迎合不斷變化的整體環(huán)境,增強(qiáng)自身的市場(chǎng)地位,在市場(chǎng)上的競(jìng)賽中省出并為社會(huì)提供就業(yè)機(jī)會(huì),本文通過(guò)將HTS公司目前的績(jī)效評(píng)價(jià)體系進(jìn)行研究,因此提出目前世界上較為流行的平衡計(jì)分卡績(jī)效評(píng)價(jià)體系,制定了 HTS公司新型的績(jī)效評(píng)價(jià)體系。本篇論文總共分成了五個(gè)部分,其中第一個(gè)部分是全文的緒論,主要介紹了文章的背景和選題意義,歸納總結(jié)了國(guó)內(nèi)外研究狀況,闡述了本文的內(nèi)容、研究所用方法。第二個(gè)方面是與本文相關(guān)的概念和理論基礎(chǔ),重點(diǎn)講述了平衡計(jì)分卡的理論基礎(chǔ)。第三個(gè)方面介紹了 HTS公司的狀況和其問(wèn)題,首先闡述了 HTS公司目前的績(jī)效評(píng)價(jià)體系并從五個(gè)方面提出了包含的問(wèn)題。第四部分介紹了 HTS企業(yè)的績(jī)效評(píng)價(jià)體系整體的設(shè)計(jì)的過(guò)程,分別包括設(shè)計(jì)整體原則,績(jī)效評(píng)價(jià)權(quán)重選取,運(yùn)用層次分析法這種方法用以確定各指標(biāo)的權(quán)重,最終介紹了這種績(jī)效評(píng)價(jià)體系的實(shí)施。第五部分介紹了如何保障HTS公司實(shí)施這種績(jī)效評(píng)價(jià)體系。最終得出了一套適合于HTS公司的績(jī)效評(píng)價(jià)體系。
[Abstract]:At present, with the development of economic globalization, the market economic system of our country is gradually improved. At present, for enterprises, especially state-owned enterprises, how to establish appropriate organizational structure and scientific and standardized management has become the most important. For state-owned enterprises, in addition to the goal of maximizing shareholder wealth, there is also a goal to help society create jobs and contribute to the whole society and the environment. Therefore, the company should change the direction of its development, which can ensure the long-term development goals of the enterprise, for stakeholders, for the country to make its own contribution. Performance evaluation is the foundation and premise of enterprise development. A good performance evaluation system is not only helpful to the management of enterprises, but also to the realization of the long-term objectives of enterprises. If the enterprise can establish a set of appropriate performance evaluation system, it can be effective and accurate evaluation for each department, level and even staff performance of the enterprise, can ensure that the enterprise can achieve long-term goals as far as possible. Under the above circumstances, in order to gradually cater to the changing overall environment, enhance their market position, save in the market competition and provide employment opportunities for the society, this paper studies the current performance evaluation system of HTS Company. Therefore, a new performance evaluation system of HTS Company is proposed, which is a popular balanced Scorecard performance evaluation system in the world at present. This paper is divided into five parts, the first part is the introduction of the full text, mainly introduces the background of the article and the significance of the topic, summarizes the domestic and foreign research situation, describes the content of this paper, research methods. The second part is the related concepts and theoretical basis of this paper, focusing on the theoretical basis of balanced scorecard. The third part introduces the status of HTS Company and its problems. Firstly, it expounds the current performance evaluation system of HTS Company and puts forward the problems from five aspects. The fourth part introduces the whole design process of HTS enterprise performance evaluation system, including the overall design principle, the selection of performance evaluation weight, the use of analytic hierarchy process to determine the weight of each index. Finally, the implementation of this performance evaluation system is introduced. The fifth part introduces how to ensure HTS company to implement this performance evaluation system. Finally, a set of performance evaluation system suitable for HTS company is obtained.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.1;F406.7

【參考文獻(xiàn)】

相關(guān)期刊論文 前5條

1 張娜;;女性董事對(duì)企業(yè)績(jī)效影響的實(shí)證研究——來(lái)自中國(guó)973家上市公司的證據(jù)[J];婦女研究論叢;2013年04期

2 顧亮;劉振杰;;我國(guó)上市公司高管背景特征與公司治理違規(guī)行為研究[J];科學(xué)學(xué)與科學(xué)技術(shù)管理;2013年02期

3 張興亮;;上市公司董事會(huì)特征與公司績(jī)效[J];財(cái)會(huì)通訊;2012年06期

4 陸瑤;朱玉杰;胡曉元;;機(jī)構(gòu)投資者持股與上市公司違規(guī)行為的實(shí)證研究[J];南開(kāi)管理評(píng)論;2012年01期

5 馮旭南;陳工孟;;什么樣的上市公司更容易出現(xiàn)信息披露違規(guī)——來(lái)自中國(guó)的證據(jù)和啟示[J];財(cái)貿(mào)經(jīng)濟(jì);2011年08期

相關(guān)博士學(xué)位論文 前2條

1 趙琳;創(chuàng)業(yè)板上市公司董事會(huì)治理績(jī)效影響因素研究[D];山東大學(xué);2014年

2 王果;中國(guó)上市公司違規(guī)行為研究：1992～2011[D];西南財(cái)經(jīng)大學(xué);2014年

，

本文編號(hào)：2098971