基于SPM模型的B公司研发绩效管理改进研究
发布时间：2019-04-09 19:16
【摘要】：随着经济全球化和信息技术的发展,鞋类行业深受产业变革的影响。中国作为世界上最大的鞋类生产、出口和消费国,其庞大的制鞋业在处在第三国际产业链的迁移过程。鞋类行业企业面临紧迫的挑战:如何实现产业升级,拓展国际市场,以及如何获得核心竞争力,实现可持续发展。本文中的B公司属于传统的劳动密集型的运动鞋制造业公司,采用OEM模式从亚洲国家采购运动鞋。随着产业链的迁移,B公司也将其生产和研发基地向东南亚国家迁移。同时由于国际市场的快速发展,研发业务量也相应大增。从而对原有的研发绩效管理造成挑战,并出现样品延误出货、品质波动、新产品按时定型率下降,整体研发绩效有待提高等管理问题。作者通过案例研究B鞋业公司亚洲研发中心出现的绩效管理问题。基于战略性绩效管理SPM模型对发现的问题进行深入的对比分析,揭示B公司研发绩效管理问题的根本原因在于绩效制度建设和绩效应用方面的缺失。根据问题分析,作者应用战略绩效管理理论提出了绩效管理体制改进方案,包括绩效体系革新、加强绩效结果应用以及绩效管理执行方面的建议。通过有针对性的、具体的优化方案,设计和完善绩效管理体系;应用KPI关键绩效管理体系实现研发绩效全程动态管理,采用平衡记分卡BSC管理亚洲研发部门绩效;并通过绩效工资和奖金的构成与发放制度的优化,和调整绩效考核结果与员工素质和发展的关联来改进绩效应用反面的缺失。绩效体系必须以公司战略为导向设计,全员参与绩效管理,管理层高度重视和支持,才能通过绩效管理循环不断发现问题、及时解决并不断改进完善。只有这样才能确保公司战略规划能够通过绩效管理得以切实执行,支撑企业经营战略目标的最终实现。本论文借鉴了当前绩效管理的主流理论,对新产品研发绩效管理做出一些有益探索。本文的逻辑思想和所倡导的先进战略绩效管理SPM体系也可以作为其他行业和管理领域参考,用来有效解决工作中可能遇到的类似绩效管理问题。
[Abstract]:With the economic globalization and the development of information technology, footwear industry is deeply affected by industrial change. As the largest shoe production, export and consumer country in the world, China's huge shoe-making industry is in the migration process of the third international industrial chain. Shoe industry enterprises face urgent challenges: how to upgrade the industry, expand the international market, and how to obtain the core competitiveness to achieve sustainable development. In this paper, Company B is a traditional labor-intensive sneaker manufacturing company, using OEM model to purchase sneakers from Asian countries. With the migration of industry chain, B company will also migrate its production and R & D base to Southeast Asian countries. At the same time, due to the rapid development of the international market, the volume of R & D business has also increased accordingly. As a result, the existing R & D performance management is challenged, and there are some management problems, such as delayed shipment of samples, quality fluctuation, decline in the rate of new products on time, and the overall R & D performance needs to be improved. The author studies the performance management problems in the Asian R & D Center of B Shoe Company through a case study. Based on the SPM model of strategic performance management, this paper analyzes the problems found in R & D performance management, and reveals that the fundamental reason of R & D performance management problems in Company B lies in the lack of performance system construction and performance application. According to the analysis of the problems, the author puts forward some suggestions for the improvement of the performance management system, including the innovation of the performance system, the strengthening of the application of the performance results and the implementation of the performance management by applying the theory of strategic performance management. Through targeted, specific optimization scheme, design and improve the performance management system; apply KPI key performance management system to realize the whole dynamic management of R & D performance; use balanced scorecard BSC to manage the performance of R & D department in Asia; The negative side of performance application is improved by optimizing the composition of performance salary and bonus and optimizing the distribution system, and adjusting the relationship between the results of performance appraisal and the quality and development of employees. The performance system must be designed according to the company strategy, all staff participate in performance management, and management attaches great importance to and support, in order to find problems through the cycle of performance management, and to solve the problems in time and constantly improve and improve. Only in this way can we ensure that the strategic planning of the company can be effectively implemented through performance management, and support the ultimate realization of the enterprise's strategic objectives. This paper draws lessons from the current mainstream theory of performance management, and makes some useful exploration on R & D performance management of new products. The logic thought of this paper and the advanced strategic performance management SPM system proposed in this paper can also be used as references for other industries and management fields to effectively solve similar performance management problems that may be encountered in the work.
【学位授予单位】：广东外语外贸大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F273.1;F272.92;F416.86
本文编号：2455462
[Abstract]:With the economic globalization and the development of information technology, footwear industry is deeply affected by industrial change. As the largest shoe production, export and consumer country in the world, China's huge shoe-making industry is in the migration process of the third international industrial chain. Shoe industry enterprises face urgent challenges: how to upgrade the industry, expand the international market, and how to obtain the core competitiveness to achieve sustainable development. In this paper, Company B is a traditional labor-intensive sneaker manufacturing company, using OEM model to purchase sneakers from Asian countries. With the migration of industry chain, B company will also migrate its production and R & D base to Southeast Asian countries. At the same time, due to the rapid development of the international market, the volume of R & D business has also increased accordingly. As a result, the existing R & D performance management is challenged, and there are some management problems, such as delayed shipment of samples, quality fluctuation, decline in the rate of new products on time, and the overall R & D performance needs to be improved. The author studies the performance management problems in the Asian R & D Center of B Shoe Company through a case study. Based on the SPM model of strategic performance management, this paper analyzes the problems found in R & D performance management, and reveals that the fundamental reason of R & D performance management problems in Company B lies in the lack of performance system construction and performance application. According to the analysis of the problems, the author puts forward some suggestions for the improvement of the performance management system, including the innovation of the performance system, the strengthening of the application of the performance results and the implementation of the performance management by applying the theory of strategic performance management. Through targeted, specific optimization scheme, design and improve the performance management system; apply KPI key performance management system to realize the whole dynamic management of R & D performance; use balanced scorecard BSC to manage the performance of R & D department in Asia; The negative side of performance application is improved by optimizing the composition of performance salary and bonus and optimizing the distribution system, and adjusting the relationship between the results of performance appraisal and the quality and development of employees. The performance system must be designed according to the company strategy, all staff participate in performance management, and management attaches great importance to and support, in order to find problems through the cycle of performance management, and to solve the problems in time and constantly improve and improve. Only in this way can we ensure that the strategic planning of the company can be effectively implemented through performance management, and support the ultimate realization of the enterprise's strategic objectives. This paper draws lessons from the current mainstream theory of performance management, and makes some useful exploration on R & D performance management of new products. The logic thought of this paper and the advanced strategic performance management SPM system proposed in this paper can also be used as references for other industries and management fields to effectively solve similar performance management problems that may be encountered in the work.
【学位授予单位】：广东外语外贸大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F273.1;F272.92;F416.86
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