本文選題：績效評價 + 市場經(jīng)濟　； 參考：《遼寧大學》2017年碩士論文

【摘要】：當前,隨著經(jīng)濟全球化的發(fā)展,我國的市場經(jīng)濟體制發(fā)展也逐漸完善,目前對于企業(yè)尤其是國有企業(yè)來說,如何建立合適的組織結(jié)構(gòu)和科學規(guī)范的管理方式成為了重中之重。對于國有企業(yè)來說,除了實現(xiàn)股東財富最大化的目標之外,還有一個目標就是幫助社會提供就業(yè)機會,為整個社會以及環(huán)境出自己的一份力。所以,公司應該在其發(fā)展的方向上進行改變,可以保證企業(yè)實現(xiàn)的長久發(fā)展目標,為利益相關(guān)者、為國家做出自身的貢獻。績效評價是企業(yè)發(fā)展的基礎(chǔ)也是前提,良好的績效評價體系不僅有助于企業(yè)進行管理,更有助于企業(yè)實現(xiàn)企業(yè)的長期目標,企業(yè)如果能夠通過建立出一套合適的績效評價體系就能夠?qū)τ谄髽I(yè)每個部門、層級乃至員工的執(zhí)行情況都有效并且準確的評價,可以盡量保證企業(yè)實現(xiàn)長久目標。在以上環(huán)境下,為了逐漸迎合不斷變化的整體環(huán)境,增強自身的市場地位,在市場上的競賽中省出并為社會提供就業(yè)機會,本文通過將HTS公司目前的績效評價體系進行研究,因此提出目前世界上較為流行的平衡計分卡績效評價體系,制定了 HTS公司新型的績效評價體系。本篇論文總共分成了五個部分,其中第一個部分是全文的緒論,主要介紹了文章的背景和選題意義,歸納總結(jié)了國內(nèi)外研究狀況,闡述了本文的內(nèi)容、研究所用方法。第二個方面是與本文相關(guān)的概念和理論基礎(chǔ),重點講述了平衡計分卡的理論基礎(chǔ)。第三個方面介紹了 HTS公司的狀況和其問題,首先闡述了 HTS公司目前的績效評價體系并從五個方面提出了包含的問題。第四部分介紹了 HTS企業(yè)的績效評價體系整體的設(shè)計的過程,分別包括設(shè)計整體原則,績效評價權(quán)重選取,運用層次分析法這種方法用以確定各指標的權(quán)重,最終介紹了這種績效評價體系的實施。第五部分介紹了如何保障HTS公司實施這種績效評價體系。最終得出了一套適合于HTS公司的績效評價體系。
[Abstract]:At present, with the development of economic globalization, the market economic system of our country is gradually improved. At present, for enterprises, especially state-owned enterprises, how to establish appropriate organizational structure and scientific and standardized management has become the most important. For state-owned enterprises, in addition to the goal of maximizing shareholder wealth, there is also a goal to help society create jobs and contribute to the whole society and the environment. Therefore, the company should change the direction of its development, which can ensure the long-term development goals of the enterprise, for stakeholders, for the country to make its own contribution. Performance evaluation is the foundation and premise of enterprise development. A good performance evaluation system is not only helpful to the management of enterprises, but also to the realization of the long-term objectives of enterprises. If the enterprise can establish a set of appropriate performance evaluation system, it can be effective and accurate evaluation for each department, level and even staff performance of the enterprise, can ensure that the enterprise can achieve long-term goals as far as possible. Under the above circumstances, in order to gradually cater to the changing overall environment, enhance their market position, save in the market competition and provide employment opportunities for the society, this paper studies the current performance evaluation system of HTS Company. Therefore, a new performance evaluation system of HTS Company is proposed, which is a popular balanced Scorecard performance evaluation system in the world at present. This paper is divided into five parts, the first part is the introduction of the full text, mainly introduces the background of the article and the significance of the topic, summarizes the domestic and foreign research situation, describes the content of this paper, research methods. The second part is the related concepts and theoretical basis of this paper, focusing on the theoretical basis of balanced scorecard. The third part introduces the status of HTS Company and its problems. Firstly, it expounds the current performance evaluation system of HTS Company and puts forward the problems from five aspects. The fourth part introduces the whole design process of HTS enterprise performance evaluation system, including the overall design principle, the selection of performance evaluation weight, the use of analytic hierarchy process to determine the weight of each index. Finally, the implementation of this performance evaluation system is introduced. The fifth part introduces how to ensure HTS company to implement this performance evaluation system. Finally, a set of performance evaluation system suitable for HTS company is obtained.
【學位授予單位】：遼寧大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F426.1;F406.7

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