T公司平衡计分卡绩效管理体系研究

发布时间：2018-04-28 11:10

本文选题：绩效管理 + 战略地图　；参考：《西南交通大学》2013年硕士论文

【摘要】：国内一流的网络设备生产厂商T公司成立于1999年,一直致力于中国网络产业的发展,已逐渐成为家喻户晓的品牌。但T公司在行业内占据的市场份额并不可观,加之在经济全球化背景下,随着网络厂商海外市场的不断扩张,竞争手段的日益多元化,经济步伐的持续加快,在这种激烈竞争加剧的形势下,企业的生存开始面临严峻的挑战,如果3年内达不到既定的目标,市场上就恐难有T公司的一席之地,但是T公司现有的能力不足以支撑这个目标的达成。所以为了加强T公司自身战略管理能力,团结协作能力,市场竞争能力,一套科学的、高效的、合理的战略制定和执行工具就显得尤为重要。平衡计分卡的出现提供了将战略转化为作业项目的管理模式。平衡计分卡就是分解战略、评估战略和围绕战略协同。从企业的总体战略出发,围绕开展组织业务和绩效考核,平衡计分卡的作用和意义也体现在此。本文主要分为以下几个方面：第一章是绪论,主要阐述了本研究课题的背景和意义,介绍论文研究的思路和技术路线。第二章主要阐述了绩效管理、战略管理工具平衡计分卡的相关理论。第三章对介绍并分析了了研究对象T公司,以及T公司实施平衡计分卡的可行性和有效性。第四章主要对T企业实施了平衡计分卡项目,对公司级平衡计分卡进行了设计,包括战略分析、形成战略地图、设计平衡计分卡指标、制定目标值、制定行动策略,及分解平衡计分卡等几方面进行了研究；并以人力资源部为例进行战略目标的分解,以及支撑部门目标达成的行动策略,和采用个人绩效承诺考核方式进行组织绩效和个人绩效的统一管理系统。第五章总结了平衡计分卡实践中相关问题的探讨。通过总结平衡计分卡的理论知识以及对企业的研究实践,体现文章的创新之处：研究了平衡计分卡的内容；对T公司平衡计分卡的项目实施从设计到应用进行了全过程研究,总结了应用平衡计分卡的基本步骤；并将个人绩效承诺与平衡计分卡紧密链接,形成了一个完整的端到端的PBC循环链条,规避了平衡计分卡难落地执行以及不适用于个人考核两方面的弊端。这对有意向采用平衡计分卡战略管理工具的企业有一定借鉴意义。
[Abstract]:The domestic first-class network equipment manufacturer T Company was founded in 1999, has been committed to the development of China's network industry, has gradually become a household name brand. However, the market share occupied by T Company in the industry is not considerable. In addition, under the background of economic globalization, with the continuous expansion of overseas markets of network manufacturers, the increasingly diversified means of competition, and the continued acceleration of economic pace, In this fierce competition intensified situation, the survival of enterprises began to face severe challenges, if within three years can not achieve the set goals, the market will be difficult to have a place for T Company. But T's existing capabilities are not enough to support this goal. Therefore, in order to strengthen T company's own strategic management ability, solidarity and cooperation ability, market competition ability, a set of scientific, efficient, reasonable strategy making and execution tool is particularly important. The emergence of the balanced scorecard provides a management model that transforms strategy into operational projects. Balanced scorecard is the decomposition of strategy, evaluation of strategy and coordination around strategy. From the overall strategy of the enterprise, the function and significance of balanced scorecard are also reflected in the development of organizational business and performance appraisal. This paper is divided into the following aspects: the first chapter is an introduction, mainly describes the background and significance of this research topic, introduces the research ideas and technical routes. The second chapter mainly elaborated the performance management, the strategic management tool balanced scorecard correlation theory. Chapter three introduces and analyzes the feasibility and effectiveness of T Company and T Company to implement balanced Scorecard. The fourth chapter mainly implements the balanced scorecard project to T enterprise, designs the company level balanced scorecard, including the strategic analysis, forms the strategic map, designs the balanced scorecard index, formulates the target value, formulates the action strategy. And decomposes the balanced scorecard and so on several aspects has carried on the research, and takes the human resources department as an example to carry on the strategic goal decomposition, and supports the department goal to reach the action strategy, And a unified management system for organizational performance and personal performance by means of personal performance commitment assessment. The fifth chapter summarizes the relevant problems in the practice of balanced Scorecard. By summarizing the theoretical knowledge of the balanced scorecard and the research practice of the enterprise, this paper embodies the innovation of the article: the content of the balanced scorecard is studied, and the whole process of the implementation of the balanced scorecard in T company is studied from the design to the application. The basic steps of applying balanced scorecard are summarized, and personal performance commitment and balanced scorecard are closely linked to form a complete end-to-end PBC cycle chain. Avoid the balanced scorecard difficult to land implementation and not applicable to the personal evaluation of the two aspects of the drawbacks. This is intended for the use of balanced scorecard strategic management tools of enterprises have a certain reference.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F632.3;F272.92

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