A工程设计企业战略绩效管理体系研究

发布时间：2018-03-02 10:32

本文关键词： A工程设计企业战略绩效管理绩效辅导　出处：《郑州大学》2017年硕士论文　论文类型：学位论文

【摘要】：工程设计企业,作为一类典型的知识密集型企业,在经济新常态下正面临战略模式、竞争策略和管理机制等方面的深刻调整和严峻挑战。其在绩效管理方面也出现了绩效体系与企业战略脱节、与知识管理脱节、与项目管理模式脱节、以及“考核主义”泛化等问题。解决这些问题,优化其绩效管理效果,对提高工程设计企业市场生存能力具有十分重要的现实意义。本文基于激励理论、契约理论、异质性人力资源理论,以及前人所做的知识密集型组织的绩效管理、知识型员工激励和异质性人力资源与员工激励等相关研究成果,在企业战略绩效管理的理论框架内,综合运用文献研究法、模型分析法和案例研究方法,对A工程设计企业的战略绩效管理问题进行研究,构建战略绩效管理体系。构建A工程设计企业战略绩效管理体系的基本原则是:战略明确、战略分解与绩效分解同步、差异化、运行机制保障、持续系统的优化。针对A工程设计企业在战略绩效管理中存在的诸多矛盾和问题,从理念层、分解层、执行层和外部圈层着手,以战略分解与绩效分解同步为特征,以战略管理办公室(OSM)机制、战略回顾机制、绩效辅导机制、知识管理机制等为支撑,建立了工程设计企业战略绩效管理理论模型。A工程设计企业建立战略绩效管理体系具有传统的技术、人力资源优势和独特的政治优势,但也存在业务结构、盈利结构和内部体制机制等方面的不足,恰逢国企深化改革、“一带一路”和国际市场深度整合的新机遇,但也不得不直面市场格局和行业竞争模式调整等潜在危机。本研究在对其既有的“研究+设计(RD)”、“能源+化工(RP)”、“国内+国外(AD)”三大发展战略进行重新定位的基础上,依托平衡计分卡建立战略执行体系、绩效管理体系和相关运行机制,从财务、客户、内部流程、学习与成长4个维度,将企业战略分解为若干战略目标、指标和行动方案,形成企业级战略地图、平衡计分卡;结合部门职责,对企业级战略目标、指标和行动方案进行分解,形成部门级战略地图、平衡计分卡;结合岗位职责,将部门级战略地图、平衡计分卡进一步分解至员工层面,形成岗位(员工)KPI、行动方案;组建战略管理委员会和战略管理办公室(OSM),并依托OSM导入战略回顾、绩效辅导等,并将战略绩效体系开发的结果应用于部门和岗位价值评价、员工绩效考核与管理、优化内部机构设置和业务流程、优化汇报模式等方面。
[Abstract]:Engineering design enterprises, as a kind of typical knowledge-intensive enterprises, are facing the strategic model under the new normal state of economy. The profound adjustment and severe challenge of competition strategy and management mechanism. In performance management, the performance system is out of touch with enterprise strategy, knowledge management, project management mode, etc. Solving these problems and optimizing the effect of performance management are of great practical significance to improve the market survivability of engineering design enterprises. This paper is based on incentive theory, contract theory, and so on. The theory of heterogeneous human resources, the performance management of knowledge-intensive organizations done by predecessors, the motivation of knowledge workers, the heterogeneous human resources and employee motivation, and so on, are within the theoretical framework of strategic performance management of enterprises. Based on literature research, model analysis and case study, this paper studies the strategic performance management of engineering design enterprises. The basic principles of constructing a strategic performance management system of engineering design enterprises are as follows: clear strategy, synchronization of strategy decomposition and performance decomposition, differentiation, operation mechanism guarantee, etc. Optimization of continuous system. In view of many contradictions and problems existing in strategic performance management in engineering design enterprise A, this paper starts with the concept layer, decomposition layer, executive layer and outer circle layer, which is characterized by the synchronization of strategic decomposition and performance decomposition. Supported by OSM mechanism, strategic review mechanism, performance guidance mechanism, knowledge management mechanism, etc. The theoretical model of strategic performance management for engineering design enterprises is established. The establishment of strategic performance management system in engineering design enterprises has traditional technology, human resource advantages and unique political advantages, but there is also a business structure. The deficiencies in profit structure and internal system and mechanism coincide with the new opportunity of deepening the reform of state-owned enterprises and the deep integration of "Belt and Road" and the international market. But it also has to face up to the potential crisis such as market pattern and adjustment of industry competition mode. This study reorientates its three development strategies: "Research and Design", "Energy Chemical Industry", "domestic and Foreign ADD", etc. Based on the balanced Scorecard, this paper establishes a strategic implementation system, a performance management system and a related operational mechanism. From the four dimensions of finance, customer, internal process, learning and growth, the enterprise strategy is divided into several strategic objectives, indicators and action plans. To form an enterprise strategic map and balanced scorecard; to decompose the enterprise strategic objectives, indicators and action plans in combination with departmental responsibilities; to form a departmental strategic map and balanced scorecard; and to combine the post responsibilities with a departmental strategic map, The balanced scorecard is further decomposed to the employee level to form a position (employee KPI, action plan; set up a strategic management committee and a strategic management office; and rely on OSM to introduce strategic review, performance guidance, etc.). The results of the development of strategic performance system are applied to the evaluation of departmental and post value, employee performance evaluation and management, optimization of internal organization setup and business process, optimization of reporting model, etc.
【学位授予单位】：郑州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.92

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