大象公司绩效管理研究

发布时间：2018-09-08 19:23

【摘要】：本文以珠海大象磨料磨具有限公司(以下称“大象公司”)为研究背景,围绕企业绩效管理的相关理论研究与探讨,通过绩效管理存在的问题分析研究,在遵循市场经济原则和正确拟定公司发展战略基础上,制定和优化公司的绩效管理体系和解决方案。本文通过对大象公司绩效管理的实际现状与存在问题进行研究,发现近年来公司战略和经营目标无法很好地落实,一直沿用多年的绩效管理办法也暴露出其局限及失效。鉴于公司绩效管理与战略脱节的现状,传统的绩效考核制度收效甚微,对绩效管理的落实缺乏有效控制,对考核方案的具体化和指标量化难以实现,以至于绩效管理流于形式。大象公司作为一家抗风险能力有限的传统家族式民营制造型企业,通过将无形资产与价值创造流程联系起来绘制出了公司的战略地图框架,设计了一套有效的战略性绩效管理体系执行方案,对公司战略层层分解为可执行的绩效计划,实施与控制,形成切实有效的考评机制,最大限度达到激励的目的。由于公司管理层对信息化建设框架从跨进规模企业起就接近工业4.0的理念进行构建,在优化设计战略性绩效管理体系的过程中引入“互联网+”的概念,因而顺利导入ERP的HR模块从管理顶层的战略决策导入进行绩效指标的量化管理,以快速准确地衡量指标完成情况,并降低了人为因素导致的考评不公正、数据存疑等失效因素。为应对日益严峻经营困境,公司如何进行代际传承和摆脱走向衰亡的风险成为公司一直思考的问题,引入经理人管理团队与绩效管理风险控制是最佳模式,确保实现公司的战略目标和高效运营。希望本论文的研究能为我国传统企业在绩效管理和公司战略落地方面提供一些启示和指引,为其他企业在施行绩效管理变革的过程中起到抛砖引玉的作用。由于本人学术水平有限,文中观点若有偏颇希望读者指正。
[Abstract]:Based on the background of Zhuhai Elephant abrasive Co., Ltd (hereinafter referred to as "Elephant Company"), this paper focuses on the theoretical research and discussion of enterprise performance management, and analyzes and studies the problems existing in performance management. On the basis of following the principle of market economy and correctly drawing up the development strategy of the company, the performance management system and solution of the company are formulated and optimized. This paper studies the actual situation and existing problems of performance management in Elephant Company, and finds out that the company's strategy and management goal can not be implemented well in recent years, and the performance management method which has been used for many years also exposes its limitation and failure. In view of the current situation of the disconnection between corporate performance management and strategy, the traditional performance appraisal system has little effect, lack of effective control over the implementation of performance management, and it is difficult to realize the concretization of appraisal scheme and the quantification of indicators, so that performance management is a mere formality. Elephant, a traditional family-owned private manufacturing company with limited ability to resist risks, has mapped out its strategic map framework by linking intangible assets to the value creation process. A set of effective implementation scheme of strategic performance management system is designed, which decomposes the company strategy layer by layer into executable performance plan, implements and controls, forms a practical and effective evaluation mechanism, and achieves the goal of motivation to the maximum extent. Because the management of the company constructs the idea that the information construction framework is close to the concept of industry 4.0 from the beginning of entering into the scale enterprise, the concept of "Internet" is introduced in the process of optimizing and designing the strategic performance management system. Therefore, the HR module of ERP is imported successfully from the top level of management to carry on the quantitative management of the performance index, so as to measure the completion of the index quickly and accurately, and to reduce the invalid factors such as the inequity of appraisal and the doubt of data caused by human factors. In order to deal with the increasingly severe management dilemma, how to carry on the intergenerational inheritance and get rid of the risk of decaying becomes the problem that the company has been thinking about all the time. The best mode is to introduce the manager management team and the risk control of the performance management. Ensure the achievement of the company's strategic objectives and efficient operation. It is hoped that the research in this paper can provide some enlightenment and guidance for the traditional enterprises in our country in the aspect of performance management and corporate strategy landing, and can be useful for other enterprises in the process of implementing the reform of performance management. Due to my limited academic level, if there is bias in this paper, I hope the reader can correct it.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.4

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