CSC公司研发中心基于平衡计分卡的绩效管理研究

发布时间：2018-04-09 05:28

本文选题：战略地图　切入点：绩效管理　出处：《深圳大学》2017年硕士论文

【摘要】：平衡计分卡从各个维度分解公司战略,可以帮助团队明确长短期目标。绩效管理能推动团队和个人工作业绩的提升,促进内部管理和业务流程的优化,保证公司战略目标的达成。战略与绩效结合,才能更好地实现公司业务增长。论文研究的CSC公司是一家大型商贸物流集团公司旗下的B2B电商公司,其研发中心担负着平台安全、新产品开发的重要责任,是达成战略目标的根本所在。CSC公司有着双轨发展、实体+PC端+移动端三维操作、行业区域的垂直和水平组合的模式。在2016年初公司提出了行业聚焦、创新两大战略。论文依据战略绩效管理的理论研究CSC公司研发中心现状:员工满意度低、流失率高。分析了绩效管理中的问题:1.CSC公司但没有构建与战略关联的绩效管理体系。目前执行的是年度绩效考核,而电商行业发展趋势是每月、每季度都在发生着巨大的变化。年度绩效考核对于战略执行的过程监控效果不佳,导致战略目标的达成情况较差。2.绩效考核只有评分环节,绩效反馈及辅导环节缺失。文中构建了实用的理论体系,针对战略执行的过程中存在的问题进行分析与归纳,并制定了实际操作方法,尝试变革与创新,以期达到推动战略执行的目的。论文内容分为五部分,涉及平衡计分卡(BSC)、战略地图、关键绩效指标(KPI)三者的相互驱动关系,通过战略与绩效紧密切合,形成良性价值链条。设计了基于平衡计分卡的绩效管理体系,同时辅以配套机制——PDCA绩效管理循环,以保证绩效管理的实施。最终达成对公司战略的支持。
[Abstract]:The balanced scorecard breaks down the company's strategy from one dimension to another, helping the team identify short-term and long-term goals.Performance management can promote team and individual performance, promote internal management and business process optimization, and ensure the achievement of strategic objectives.The combination of strategy and performance can better achieve the company's business growth.The CSC company studied in this paper is a B2B ecommerce company owned by a large commercial logistics group company. Its R & D center bears the important responsibility of platform security and new product development, which is the fundamental to achieve the strategic goal. CSC company has a dual track development.Solid PC end mobile end 3 D operation, industry area vertical and horizontal combination mode.In early 2016, the company put forward the industry focus, innovation two major strategies.According to the theory of strategic performance management, this paper studies the current situation of CSC R & D center: low employee satisfaction and high turnover rate.The problems in performance management are analyzed. 1. CSC does not construct a performance management system related to strategy.The current implementation of annual performance appraisal, and e-commerce industry development trend is monthly, each quarter is undergoing tremendous changes.Annual performance appraisal is not effective in monitoring the process of strategic implementation, resulting in poor achievement of strategic objectives. 2.Performance appraisal only points the link, the performance feedback and the tutoring link is missing.This paper constructs a practical theoretical system, analyzes and summarizes the problems existing in the process of strategy implementation, and formulates practical operation methods to try to change and innovate in order to achieve the purpose of promoting the implementation of strategy.The content of this paper is divided into five parts, which involve the mutual driving relationship among the balanced scorecard, strategic map and key performance index (KPI), and form a benign value chain through close match between strategy and performance.The performance management system based on balanced scorecard is designed, and the PDCA performance management cycle is supplemented by a supporting mechanism to ensure the implementation of performance management.Finally reach the support to the company strategy.
【学位授予单位】：深圳大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F724.6

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