本文選題：平衡計(jì)分卡 + 組織績(jī)效��； 參考：《浙江工業(yè)大學(xué)》2015年碩士論文

【摘要】：隨著全球經(jīng)濟(jì)一體化進(jìn)程的加速,中國(guó)企業(yè)面臨著來(lái)自國(guó)內(nèi)外的雙重競(jìng)爭(zhēng)壓力,以財(cái)務(wù)指標(biāo)為單一考核標(biāo)準(zhǔn)的績(jī)效考核體系已經(jīng)不足以保留、激勵(lì)企業(yè)人才,維持企業(yè)的可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì),與此同時(shí),作為包含了財(cái)務(wù)、客戶、內(nèi)部流程、學(xué)習(xí)與成長(zhǎng)四個(gè)維度的管理工具,平衡計(jì)分卡理論在國(guó)內(nèi)外大中企業(yè)已經(jīng)得到了廣泛應(yīng)用。企業(yè)將內(nèi)部運(yùn)營(yíng)與戰(zhàn)略目標(biāo)機(jī)密結(jié)合,不斷完善組織績(jī)效考核指標(biāo)體系,不僅具有深刻的實(shí)踐意義,更具有長(zhǎng)遠(yuǎn)的戰(zhàn)略意義。本文以娃哈哈集團(tuán)為研究對(duì)象,分析了該公司組織績(jī)效考核指標(biāo)體系上的不足之處,引入平衡計(jì)分卡方法,圍繞財(cái)務(wù)、客戶、內(nèi)部流程、學(xué)習(xí)與成長(zhǎng)四個(gè)維度,對(duì)娃哈哈集團(tuán)組織績(jī)效考核指標(biāo)體系進(jìn)行設(shè)計(jì)研究,重新搭建了符合娃哈哈集團(tuán)實(shí)際情況的組織績(jī)效考核指標(biāo)體系。論文提出,將娃哈哈集團(tuán)內(nèi)部組織按照戰(zhàn)略定位和組織職責(zé)等性質(zhì)特點(diǎn)分為業(yè)務(wù)類組織、管理類組織和服務(wù)與支持性組織,分類別進(jìn)行考核指標(biāo)體系的設(shè)計(jì)。通過(guò)對(duì)組織的考核維度及關(guān)鍵指標(biāo)進(jìn)行分析確定,對(duì)各類指標(biāo)權(quán)重進(jìn)行賦值,對(duì)考核方案的評(píng)價(jià)方法進(jìn)行改進(jìn)和完善,重新設(shè)計(jì)了組織績(jī)效考核指標(biāo)體系。本文的研究結(jié)論,能夠激發(fā)娃哈哈集團(tuán)各組織團(tuán)隊(duì)的工作熱情和管理效果,進(jìn)而提高核心競(jìng)爭(zhēng)優(yōu)勢(shì),對(duì)其他企業(yè)的組織績(jī)效考核改進(jìn)也有一定的啟示作用。
[Abstract]:With the acceleration of the global economic integration process, Chinese enterprises are confronted with double competition pressure from both home and abroad. The performance assessment system with financial indicators as a single assessment standard has not been enough to retain, motivate enterprise talents and maintain the sustainable competitive advantage of the enterprise, and, in the same time, as included in the financial, customer, internal process, and learning. With the development of four dimensions of management tools, the Balanced Scorecard theory has been widely used in large and medium enterprises at home and abroad. It is not only of profound practical significance but also of long-term strategic significance to combine internal operation with strategic target secrets and improve the index system of organizational performance assessment. After analyzing the shortcomings of the company's organizational performance evaluation index system, the paper introduces the balanced scorecard method and designs the performance evaluation index system of Wahaha Group around the four dimensions of financial, customer, internal process, learning and growth, and re builds the organizational performance test that meets the actual situation of Wahaha Group. The paper points out that the internal organizations of Wahaha Group are divided into business organizations, management organizations and services and supporting organizations according to the characteristics of strategic positioning and organizational responsibilities, and the design of evaluation index system is carried out by classification. Through the analysis and determination of the assessment dimensions and key indicators of the organization, the rights of various indicators are determined. The conclusion of this paper can stimulate the work enthusiasm and management effect of the groups of Wahaha Group, and then improve the core competitive advantage and improve the organizational performance assessment of other enterprises. Apocalypse.
【學(xué)位授予單位】：浙江工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F426.82;F272.92

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