發(fā)布時(shí)間：2018-05-05 03:25

  本文選題：一汽大眾 + 平衡計(jì)分卡��； 參考：《哈爾濱商業(yè)大學(xué)》2017年碩士論文

【摘要】：快速增長(zhǎng)的經(jīng)濟(jì),造成強(qiáng)大的市場(chǎng)競(jìng)爭(zhēng)狀況。在這種競(jìng)爭(zhēng)環(huán)境中要想生存下去,必須取得絕對(duì)的競(jìng)爭(zhēng)優(yōu)勢(shì),那就要穩(wěn)步地提高企業(yè)績(jī)效評(píng)價(jià)管理水平。如今,企業(yè)的績(jī)效評(píng)價(jià)體系是否能夠真正地符合企業(yè)的現(xiàn)實(shí)情況,是否科學(xué)、是否合理,已經(jīng)成為現(xiàn)代績(jī)效評(píng)價(jià)理論的中心所在。現(xiàn)在從某種角度上來(lái)講,能否根據(jù)企業(yè)自身的實(shí)際情況,建立一套科學(xué)完善的績(jī)效評(píng)價(jià)體系是提高企業(yè)核心競(jìng)爭(zhēng)力,是企業(yè)能夠不斷發(fā)展壯大的關(guān)鍵。部門(mén)績(jī)效評(píng)價(jià)相對(duì)于部門(mén)而言,是一個(gè)開(kāi)放的過(guò)程,首先形成部門(mén)預(yù)期的收益和支出,讓整個(gè)團(tuán)隊(duì)和個(gè)人做出為實(shí)現(xiàn)部門(mén)目標(biāo)而努力奮斗的行為,是一種戰(zhàn)略層面的管理工具;對(duì)員工個(gè)人而言,則是通過(guò)灌輸培養(yǎng)與部門(mén)績(jī)效有關(guān)的思維,不斷的先提高個(gè)人績(jī)效,用個(gè)人績(jī)效的成功刺激部門(mén)績(jī)效提升,達(dá)到部門(mén)績(jī)效的目標(biāo),也是一種人資激勵(lì)的工具。本文首先針對(duì)國(guó)內(nèi)外情況,對(duì)部門(mén)績(jī)效評(píng)價(jià)的現(xiàn)狀進(jìn)行了全方位分析,指出部門(mén)績(jī)效評(píng)價(jià)相關(guān)理論以及對(duì)相關(guān)理論進(jìn)行了分析,雖然每個(gè)理論都有它獨(dú)特的優(yōu)點(diǎn),但也有它的不足之處;然后以一汽大眾公司為例,一汽大眾公司根據(jù)公司的自身狀況,設(shè)計(jì)出比較貼切自身情況的部門(mén)績(jī)效評(píng)價(jià)體系,即基于平衡計(jì)分卡的部門(mén)關(guān)鍵績(jī)效指標(biāo)體系(本文后面以BSC-KPI來(lái)表示此種方法),然后指出實(shí)施此體系的效果,這種方法可以較全面的評(píng)價(jià)企業(yè)績(jī)效,最后指出實(shí)施此績(jī)效評(píng)價(jià)方法的注意事項(xiàng)及相關(guān)建議,希望此績(jī)效評(píng)價(jià)方法能夠得到汽車行業(yè)的推廣。
[Abstract]:Rapid growth of the economy, resulting in a strong market competition. In order to survive in this competitive environment, we must obtain the absolute competitive advantage, and we must steadily improve the management level of enterprise performance evaluation. Nowadays, whether the performance evaluation system of enterprises can really conform to the actual situation of the enterprise, whether scientific and reasonable, has become the center of modern performance evaluation theory. From a certain point of view, whether we can establish a set of scientific and perfect performance evaluation system according to the actual situation of the enterprise is the key to improve the core competitiveness of the enterprise, and is the key to the continuous development of the enterprise. Compared with departments, departmental performance evaluation is an open process. First of all, it forms the expected revenue and expenditure of the department, and lets the whole team and individuals make the behavior of striving for the achievement of the department goals. It is a kind of management tool at the strategic level. For individual employees, it is through inculcating the thinking related to department performance, constantly improving personal performance, stimulating the improvement of department performance with the success of personal performance, reaching the goal of department performance, and is also a kind of human capital incentive tool. In this paper, first of all, according to the situation at home and abroad, the present situation of departmental performance evaluation is comprehensively analyzed, and it is pointed out that the relevant theories of departmental performance evaluation and related theories are analyzed, although each theory has its unique advantages. But it also has its shortcomings; then take FAW Volkswagen as an example, according to the company's own situation, it designs a department performance evaluation system that is more appropriate to its own situation. That is, the system of key performance indicators based on balanced scorecard (BSC-KPI) is used later in this paper to express this method, and then point out the effect of implementing this system, this method can comprehensively evaluate the performance of enterprises. Finally, this paper points out the matters needing attention and relevant suggestions to implement the performance evaluation method, and hopes that the performance evaluation method can be popularized by the automobile industry.
【學(xué)位授予單位】：哈爾濱商業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.471

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