基于平衡记分卡的洛阳轴研科技公司绩效管理体系研究
发布时间：2018-09-01 12:34
【摘要】：洛阳轴研科技公司由国家级科研院所股份化改制而来，属于典型的高新技术企业，具有依赖知识型员工和以创新为发展驱动等特点，传统绩效管理方法已无法满足企业的发展。平衡记分卡作为先进的绩效管理工具，从财务层、客户层、内部业务流程层、学习与成长层等四个层次构建企业整体绩效指标，并通过组织协同，实现组织各部门和全体员工与企业战略的一致性，能够很好地解决轴研科技等高新技术企业的绩效管理难题。 论文第一部分，汇总了国内外关于平衡记分卡的研究现状，，并对绩效管理相关理论进行梳理。论文第二部分，以洛阳轴研科技有限公司为例，采用实地调研、问卷调查等方法获得公司相关资料，研究该公司绩效管理现状，通过分析发现该公司存在对绩效管理认识不够、绩效管理与战略目标脱节、绩效考核指标体系不健全、评估主体单一、考核结果处理不科学等问题。论文第三部分，结合平衡记分卡理论，构建企业整体层面的四层次绩效指标体系，并将之分解为部门和员工层面的绩效指标，构建起企业的三级四层次指标体系。采用层次分析法及专家打分法确定各层次指标权重。结合绩效管理实施的四阶段模型，探讨了如何将这一全新的绩效管理体系运用于该公司。论文最后一部分，针对该体系的运用提出了几点保障策略，并对研究成果进行了总结，展望了企业应用BSC方法过程中需要进一步解决的问题。
[Abstract]:Luoyang Shaoyan Science and Technology Co., Ltd is a typical high-tech enterprise, which is formed by joint-stock reform of national scientific research institute. It has the characteristics of relying on knowledge workers and driving by innovation. The traditional performance management method can not meet the development of enterprises. As an advanced performance management tool, balanced Scorecard constructs corporate performance indicators from four levels: financial layer, customer level, internal business process layer, learning and growth layer, and through organizational collaboration, Realizing the consistency of organization departments and all employees with the enterprise strategy can solve the problem of performance management of high-tech enterprises such as axis research technology and so on. The first part of the paper summarizes the research status of balanced scorecard at home and abroad, and reviews the relevant theories of performance management. In the second part of the paper, taking Luoyang Axial Research Technology Co., Ltd as an example, using field investigation, questionnaire survey and other methods to obtain the relevant information of the company, to study the current situation of the company's performance management, and find that the company does not know enough about the performance management through the analysis. The performance management is out of touch with the strategic goal, the performance appraisal index system is not perfect, the evaluation body is single, the evaluation result is not scientific and so on. In the third part, combining the balanced Scorecard theory, the paper constructs a four-level performance index system at the overall level of the enterprise, and decomposes it into the performance index of the department and the employee level, and constructs the three-level four-level index system of the enterprise. Analytic hierarchy process (AHP) and expert scoring method are used to determine the weight of each index. Based on the four-stage model of performance management, this paper discusses how to apply this new performance management system to the company. In the last part of the paper, some strategies are put forward for the application of this system, and the research results are summarized, and the problems that need to be solved in the process of applying BSC method in enterprises are prospected.
【学位授予单位】：西安建筑科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.4
[Abstract]:Luoyang Shaoyan Science and Technology Co., Ltd is a typical high-tech enterprise, which is formed by joint-stock reform of national scientific research institute. It has the characteristics of relying on knowledge workers and driving by innovation. The traditional performance management method can not meet the development of enterprises. As an advanced performance management tool, balanced Scorecard constructs corporate performance indicators from four levels: financial layer, customer level, internal business process layer, learning and growth layer, and through organizational collaboration, Realizing the consistency of organization departments and all employees with the enterprise strategy can solve the problem of performance management of high-tech enterprises such as axis research technology and so on. The first part of the paper summarizes the research status of balanced scorecard at home and abroad, and reviews the relevant theories of performance management. In the second part of the paper, taking Luoyang Axial Research Technology Co., Ltd as an example, using field investigation, questionnaire survey and other methods to obtain the relevant information of the company, to study the current situation of the company's performance management, and find that the company does not know enough about the performance management through the analysis. The performance management is out of touch with the strategic goal, the performance appraisal index system is not perfect, the evaluation body is single, the evaluation result is not scientific and so on. In the third part, combining the balanced Scorecard theory, the paper constructs a four-level performance index system at the overall level of the enterprise, and decomposes it into the performance index of the department and the employee level, and constructs the three-level four-level index system of the enterprise. Analytic hierarchy process (AHP) and expert scoring method are used to determine the weight of each index. Based on the four-stage model of performance management, this paper discusses how to apply this new performance management system to the company. In the last part of the paper, some strategies are put forward for the application of this system, and the research results are summarized, and the problems that need to be solved in the process of applying BSC method in enterprises are prospected.
【学位授予单位】：西安建筑科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.4
【相似文献】
相关期刊论文 前10条
1 姜勇;平衡记分卡应用中的阻力及其对策[J];四川会计;2003年02期
2 赵莹,秦青;多部门企业平衡记分卡的开发[J];软科学;2003年02期
3 邬晓晨;平衡记分卡管理[J];牙膏工业;2003年01期
4 罗伯特·卡普兰;失败的不是平衡记分卡[J];中国中小企业;2003年09期
5 雷盟;平衡记分卡应用案例[J];人才w
本文编号：2217212
本文链接：https://www.wllwen.com/jingjilunwen/gongyejingjilunwen/2217212.html
