基于战略导向的X公司KPI绩效考核体系构建研究

发布时间：2018-05-19 11:44

本文选题：绩效管理 + KPI　；参考：《沈阳工业大学》2017年硕士论文

【摘要】：根据中小企业绩效管理的现状及问题,本文以X公司为例,为了实现绩效考核模式的革新,而建立一套完善的、科学化的以KPI为核心的绩效管理体系,将其与企业的战略管理相结合,进而改变中小企业目前在绩效管理方面存在的弊端。将绩效管理中的关键业绩指标绩效管理体系(Key Performance Indicator),结合我国地方中小企业的实际情况,通过为X公司建立以战略管理为导向的KPI绩效管理体系,对符合中国中小企业实情的绩效管理体系进行完善,逐步提升企业的核心竞争力和绩效管理水平,缓解市场带来的竞争压力,完成企业的改革和创新。从基础到理论,再从理论到应用,这是本文的研究思路,根据X公司的实际情况对其绩效管理体系重新设计,并利用已有的数据进行研究,得出结果,进而对中小企业的绩效管理体系的革新作出贡献。公司战略决定着一个企业的结构、业务流程和人员的配置,如何将一个公司的战略结合到KPI绩效管理体系之中就显得尤为重要。虽然现在大多数企业都有自己的绩效考核方法,但由于其方式、方法没有完全达到合理性、科学性,导致员工对当前的绩效考核的满意度极低。其实,在KPI绩效考核的过程中最大的难题就是指标难以量化,很多企业设计的KPI指标明显与公司实际的战略不符,也忽视了员工在工作流程中的贡献,导致员工干的工作大部分不能体现在KPI指标上,这使得公司员工的满意度降低。本论文在研究KPI绩效考核体系相关理论的基础上,对X公司的绩效考核现状进行了充分的分析,找出其目前存在的种种问题,并根据这些问题,重新设计适合X公司的KPI绩效管理体系目标框架,并通过对公司的逐层分析,将KPI的目标框架与相应的职能部门进行搭配,逐步形成一个大的KPI体系。本文主要分为六大部分:第一部分是绪论,主要介绍现在国内外对于KPI绩效考核体系的研究现状;第二部分是绩效考核体系相关理论基础,详细介绍了平衡计分卡、关键绩效指标(KPI)、目标管理法以及360度考评体系这几种考核方法的内容,并对关键绩效指标(KPI)的优势与特点进行了明确;第三部分对X公司进行了系统的介绍,包括其目前的绩效考核现状,以及存在的问题;第四部分是按照一定的原则与思路,为X公司构建合理的KPI绩效考核体系,首先确定公司级的KPI指标,然后确定部门级的KPI指标,最后落实到员工个人,并确定各指标的权重;第五部分是总结确保X公司能够正确推行KPI绩效考核体系的保障措施;第六部分是结论,对整篇论文进行了总结。
[Abstract]:According to the present situation and problems of performance management in small and medium-sized enterprises, this paper takes X Company as an example to establish a set of perfect and scientific performance management system with KPI as the core in order to realize the innovation of performance appraisal mode. Combine it with the strategic management of the enterprise, and then change the malpractice of the performance management of the small and medium-sized enterprises at present. In this paper, the key Performance indicator system of performance management is combined with the actual situation of local small and medium-sized enterprises in China, and the strategic management-oriented KPI performance management system is established for X Company. Improve the performance management system in line with the reality of Chinese small and medium-sized enterprises, step by step improve the core competitiveness and performance management level of enterprises, ease the competitive pressure brought by the market, and complete the reform and innovation of enterprises. From the foundation to the theory, then from the theory to the application, this is the research thought of this article, according to the actual situation of X Company, the performance management system is redesigned, and the existing data are used to carry on the research, and the result is obtained. And then to the small and medium-sized enterprise performance management system innovation to make the contribution. Corporate strategy determines the structure of an enterprise, business processes and the allocation of personnel, how to combine a company's strategy into the KPI performance management system is particularly important. Although most enterprises now have their own performance appraisal method, but because of its way, the method is not completely reasonable and scientific, resulting in the employees' satisfaction with the current performance appraisal is very low. In fact, the biggest problem in the process of KPI performance appraisal is that the indicators are difficult to quantify. Many enterprises design KPI indicators that are obviously inconsistent with the actual strategy of the company, and neglect the contribution of employees in the workflow. As a result, most of the work done by employees is not reflected in the KPI indicator, which reduces employee satisfaction. On the basis of studying the relevant theories of KPI performance appraisal system, this paper makes a full analysis of the current situation of performance appraisal in X Company, finds out its existing problems, and according to these problems, This paper redesigns the target framework of KPI performance management system suitable for X Company, and through the analysis of the company layer by layer, matches the target frame of KPI with the corresponding functional department, and gradually forms a large KPI system. This paper is divided into six parts: the first part is the introduction, mainly introduces the current research status of KPI performance appraisal system at home and abroad; the second part is the theoretical basis of performance appraisal system, and introduces the balanced Scorecard in detail. The key performance index (KPI), the objective management method and the 360-degree appraisal system are discussed, and the advantages and characteristics of the key performance index (KPI) are clarified. The fourth part is to establish a reasonable KPI performance appraisal system for X company according to certain principles and ideas, first of all, to determine the corporate level KPI indicators, including the current performance appraisal status and the existing problems, the fourth part is to establish a reasonable KPI performance appraisal system for X Company according to certain principles and ideas. Then determine the departmental level of KPI indicators, finally implemented to the individual employees, and determine the weight of the indicators; the fifth part is to summarize the X company to ensure that the correct implementation of the KPI performance appraisal system safeguard measures; the sixth part is the conclusion, The whole paper is summarized.
【学位授予单位】：沈阳工业大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.67

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