HS公司绩效考核体系优化设计研究

发布时间：2018-05-01 05:07

本文选题：绩效考核 + 平衡计分卡　；参考：《扬州大学》2017年硕士论文

【摘要】：民营企业在我国经济结构中扮演着越来越重要的角色,各级政府也对民营企业的发展给予了政策、资金等多方面的扶持,但受特定行业发展大环境以及民营企业自身固有的种种制约因素影响,其生存发展压力持续增大。本文所研究的HS公司作为一家传统机械制造企业就面临这样的发展困境,一方面,近几年受国家限制水泥、钢铁等高污染、高耗能过剩行业宏观调控政策影响,水泥机械装备市场需求持续低迷;另一方面,]HS企业绩效管理水平仍处于较低阶段,目前既有的绩效考核体系尚未将企业、部门及个人的绩效完整衔接,企业的发展战略难以得到有效实施。在此背景下,本人致力对HS公司现行的考核体系进行优化设计,以此来进一步改善企业的绩效考核实效,进而帮助HS提升公司的经营管理水平。为此,本人通过对国内外相关理论文献的研读,结合HS公司实际,经过对当下主流绩效考核方法的对比,选择以BSC(平衡计分卡)和KPI(关键绩效指标)二者相结合的方式,对HS公司现行的绩效考核体系进行再优化设计。具体流程为:先通过BSC(平衡计分卡)的四个维度:财务、客户、内部流程和学习成长,拆分企业的战略目标,进而细化各个层面的关键驱动因素,然后根据关键驱动因素确定公司级KPI,随后结合各职能部门具体职责以及员工岗位说明书,层层分解出部门级KPI和员工KPI,并通过层次分析法对各关键绩效指标的权重予以确定;最后,为优化后绩效考核体系的实施提出相应的保障措施,以保证体系能发挥实际作用。
[Abstract]:Private enterprises are playing a more and more important role in the economic structure of our country. Governments at all levels have also given support to the development of private enterprises in many aspects, such as policies, funds, etc. However, the pressure of survival and development increases continuously due to the environment of the development of specific industries and the inherent constraints of private enterprises. As a traditional machinery manufacturing enterprise, HS Company is faced with such difficulties. On the one hand, in recent years, it has been affected by the macro-control policies of high-pollution and energy-consuming industries, such as high pollution and high energy consumption, which are restricted by the state in recent years. On the other hand, the performance management level of HS enterprises is still in a low stage, and the existing performance appraisal system has not yet integrated the performance of enterprises, departments and individuals. The development strategy of enterprises is difficult to be effectively implemented. Under this background, I devote myself to the optimization design of the current appraisal system of HS Company, so as to further improve the actual effect of the performance appraisal of the enterprise, and then help HS to improve the management level of the company. Therefore, through the study of relevant theoretical literature at home and abroad, combined with the practice of HS Company, through the comparison of current mainstream performance appraisal methods, I choose the combination of BSC-KPI (key performance Index) and BSC-BSC (balanced Scorecard) and KPI (key performance Index). Re-design the current performance appraisal system of HS Company. The specific process is: first through the BSC-four dimensions: finance, customers, internal processes and learning growth, split the strategic objectives of the enterprise, and then refine the key drivers at all levels, Then according to the key driving factors to determine the corporate level KPIs, then combined with the specific responsibilities of the functional departments and employee job descriptions, decompose departmental KPI and employee KPIs layer by layer, and through AHP to determine the weight of key performance indicators; Finally, the corresponding safeguard measures are put forward for the implementation of the optimized performance appraisal system to ensure that the system can play a practical role.
【学位授予单位】：扬州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.4

【参考文献】