一汽大众应用BSC-KPI部门绩效评价案例研究

发布时间：2018-05-05 03:25

本文选题：一汽大众 + 平衡计分卡　；参考：《哈尔滨商业大学》2017年硕士论文

【摘要】：快速增长的经济,造成强大的市场竞争状况。在这种竞争环境中要想生存下去,必须取得绝对的竞争优势,那就要稳步地提高企业绩效评价管理水平。如今,企业的绩效评价体系是否能够真正地符合企业的现实情况,是否科学、是否合理,已经成为现代绩效评价理论的中心所在。现在从某种角度上来讲,能否根据企业自身的实际情况,建立一套科学完善的绩效评价体系是提高企业核心竞争力,是企业能够不断发展壮大的关键。部门绩效评价相对于部门而言,是一个开放的过程,首先形成部门预期的收益和支出,让整个团队和个人做出为实现部门目标而努力奋斗的行为,是一种战略层面的管理工具;对员工个人而言,则是通过灌输培养与部门绩效有关的思维,不断的先提高个人绩效,用个人绩效的成功刺激部门绩效提升,达到部门绩效的目标,也是一种人资激励的工具。本文首先针对国内外情况,对部门绩效评价的现状进行了全方位分析,指出部门绩效评价相关理论以及对相关理论进行了分析,虽然每个理论都有它独特的优点,但也有它的不足之处;然后以一汽大众公司为例,一汽大众公司根据公司的自身状况,设计出比较贴切自身情况的部门绩效评价体系,即基于平衡计分卡的部门关键绩效指标体系(本文后面以BSC-KPI来表示此种方法),然后指出实施此体系的效果,这种方法可以较全面的评价企业绩效,最后指出实施此绩效评价方法的注意事项及相关建议,希望此绩效评价方法能够得到汽车行业的推广。
[Abstract]:Rapid growth of the economy, resulting in a strong market competition. In order to survive in this competitive environment, we must obtain the absolute competitive advantage, and we must steadily improve the management level of enterprise performance evaluation. Nowadays, whether the performance evaluation system of enterprises can really conform to the actual situation of the enterprise, whether scientific and reasonable, has become the center of modern performance evaluation theory. From a certain point of view, whether we can establish a set of scientific and perfect performance evaluation system according to the actual situation of the enterprise is the key to improve the core competitiveness of the enterprise, and is the key to the continuous development of the enterprise. Compared with departments, departmental performance evaluation is an open process. First of all, it forms the expected revenue and expenditure of the department, and lets the whole team and individuals make the behavior of striving for the achievement of the department goals. It is a kind of management tool at the strategic level. For individual employees, it is through inculcating the thinking related to department performance, constantly improving personal performance, stimulating the improvement of department performance with the success of personal performance, reaching the goal of department performance, and is also a kind of human capital incentive tool. In this paper, first of all, according to the situation at home and abroad, the present situation of departmental performance evaluation is comprehensively analyzed, and it is pointed out that the relevant theories of departmental performance evaluation and related theories are analyzed, although each theory has its unique advantages. But it also has its shortcomings; then take FAW Volkswagen as an example, according to the company's own situation, it designs a department performance evaluation system that is more appropriate to its own situation. That is, the system of key performance indicators based on balanced scorecard (BSC-KPI) is used later in this paper to express this method, and then point out the effect of implementing this system, this method can comprehensively evaluate the performance of enterprises. Finally, this paper points out the matters needing attention and relevant suggestions to implement the performance evaluation method, and hopes that the performance evaluation method can be popularized by the automobile industry.
【学位授予单位】：哈尔滨商业大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.471

【参考文献】