平衡计分卡在A连锁酒店绩效管理中的应用研究

发布时间：2018-01-15 16:10

本文关键词：平衡计分卡在A连锁酒店绩效管理中的应用研究　出处：《沈阳大学》2017年硕士论文　论文类型：学位论文

【摘要】：在全球经济下行风险凸显的背景下,国内外多重困难和挑战交织,我国政府稳定宏观政策取向、着力推进结构性改革。数据显示我国服务业持续蓬勃发展,引领国民经济稳步发展,促进就业持续扩大,促进居民收入增加。同时,国内的社会环境面临新的机遇和挑战:城镇化的快速推进、老龄化的供给压力不断攀升、国民素质和社会文明程度显著提高,加上随着休假制度的调整,特别是带薪休假逐步实现,作为我国传统服务业的重要组成—酒店业在市场需求快速增长的情况下前景乐观。经济型酒店的自从20世纪90年代开始进入我国以来,以其具有价格低廉、环境舒适、服务有限等特点,保持快速发展。为了经济型酒店的长远发展,不能单一依靠低层次的价格竞争,管理要经得起考验。经济型酒店的竞争核心是人力资源。为了全面提升组织核心竞争力,管理者越来越多地参与到绩效管理实践中。经济型酒店独有的“物美价廉”的特点要求管理者把握好服务质量和成本控制的平衡。平衡计分卡作为一种契合企业战略布局的绩效管理手段,于上世纪末引入国内,现已被大量的企业应用。作为众多连锁酒店当中具有特色的时尚酒店品牌A连锁酒店截止2015年在中国70多个城市共有600余家门店投入运营,深受18至35岁之间的年轻白领、个性化人群、商务人士的喜爱。经济型酒店行业无论是中国的连锁酒店还是外资大型连锁酒店,都通过长时间地沉淀获得了经营管理经验的积累,但是成功应用BSC进行绩效管理的仍然不是很多。本文从A连锁酒店的绩效体系运行实际情况出发,发现并总结出目前存在的不足,反思症结的成因并梳理出薄弱环节。接下来依据平衡计分卡的理论支撑和适用软环境和硬环境,为A连锁酒店量身定做科学、合理的指标体系,最后为确保BSC的实施,提出了相应的保障措施及实施步骤。本文通过BSC在A连锁酒店的应用研究,建立起符合组织战略布局的绩效系统,强化激励机制,从而提升酒店凝聚力,提高酒店绩效管理水平,力争达到A连锁酒店经营管理既定目标。
[Abstract]:Under the background of the global economic downside risk prominent, the domestic and foreign many difficulties and challenges intertwined, our government stabilizes the macroscopic policy orientation, vigorously promotes the structural reform. The data indicates our country service industry continues to flourish. At the same time, the domestic social environment is facing new opportunities and challenges: the rapid development of urbanization. The aging supply pressure is rising, the quality of the people and the degree of social civilization have improved significantly, coupled with the adjustment of the leave system, especially paid leave gradually realized. As an important component of China's traditional service industry, hotel industry has a promising future under the situation of rapid growth of market demand. Economic hotels have been in our country since 1990s, because of its low price. Comfortable environment, limited service and other characteristics, maintain rapid development. For the long-term development of economic hotels, can not rely solely on the low level of price competition. Management should stand the test. The core of economic hotel competition is human resources. In order to improve the core competitiveness of the organization. Managers are more and more involved in the practice of performance management. The characteristic of BSC requires managers to grasp the balance between service quality and cost control. Balanced Scorecard is a kind of performance management method suitable for the strategic layout of enterprises. Introduced into China at the end of the last century. As a special fashion hotel brand A hotel chain has been used by a large number of enterprises. By 2015, more than 600 stores had been put into operation in more than 70 cities in China. By 18 to 35 years old young white-collar, personalized crowd, business people love. Economic hotel industry, whether China's hotel chain or foreign large hotel chain. Through the long-term precipitation of the accumulation of management experience, but the successful use of BSC performance management is still not many. This paper from the A chain of hotel performance system operation of the actual situation. Found and summarized the current shortcomings, reflect on the causes of the problem and comb out the weak links. Then according to the theoretical support of the balanced scorecard and applicable soft environment and hard environment, a chain of hotels tailored to the science. In order to ensure the implementation of BSC, this paper puts forward the corresponding safeguard measures and implementation steps. This paper studies the application of BSC in A chain hotel. In order to improve hotel cohesion, improve hotel performance management level, and strive to achieve the established goal of A chain hotel management, we should establish a performance system in line with the strategic layout of the organization and strengthen the incentive mechanism.
【学位授予单位】：沈阳大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.5;F719.2

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