基于平衡計(jì)分卡系統(tǒng)的國(guó)有企業(yè)績(jī)效管理優(yōu)化

人力資源論文編號(hào):RL010 字?jǐn)?shù):24705,頁(yè)數(shù):36  本篇論文包含任務(wù)書(shū),開(kāi)題報(bào)告,論文,文獻(xiàn)綜述,外文翻譯,等  

 目錄
一  緒論............................................................1
 （一）問(wèn)題的提出背景及其意義......................................1
 （二）論文的整體思路..............................................2
二  績(jī)效管理理論方法基礎(chǔ)............................................3
 （一）目標(biāo)管理理論.................................................3
 （二）平衡記分卡理論...............................................5
 （三）關(guān)鍵績(jī)效指標(biāo)法（即KPI........................................7
三  麗江水泥股份有限公司績(jī)效管理問(wèn)題分..............................8
 （一）公司概況.....................................................8
 （二）找出存在的問(wèn)題...............................................8
 （三）改進(jìn)的思路..................................................11
四  基于平衡計(jì)分卡的績(jī)效管理體系構(gòu)建...............................12
 （一）設(shè)計(jì)的目的..................................................12
 （二）設(shè)計(jì)的原則和方法............................................12
 （三）建立基于平衡計(jì)分卡的績(jī)效管理體系............................13
五  新績(jī)效體系的實(shí)施方法及對(duì)比評(píng)估.................................21
 （一）新績(jī)效體系的實(shí)施方法........................................21
 （二）新老績(jī)效管理的對(duì)比評(píng)估......................................24
六  研究結(jié)論及總結(jié).................................................28
 （一）研究的主要結(jié)論..............................................28
 （二）面對(duì)的困難和挑戰(zhàn)............................................28
致謝...............................................................29
參考文獻(xiàn)...........................................................30
附錄...............................................................32

摘    要
 目標(biāo)管理和平衡計(jì)分卡都不能稱之為最新的管理理論，但是它的時(shí)效性已經(jīng)經(jīng)過(guò)了無(wú)數(shù)企業(yè)多年的實(shí)踐檢驗(yàn)并得到廣泛的認(rèn)可。然而在很多國(guó)有企業(yè)，特別是東北相對(duì)保守、觀念落后的許多老牌重工業(yè)國(guó)企里這種行之有效的管理理論方法卻是很難見(jiàn)到的。隨著改革開(kāi)放的不斷推進(jìn)推進(jìn)，競(jìng)爭(zhēng)的日益激烈使得很多國(guó)有企業(yè)面臨著前所未有的困境，這時(shí)以優(yōu)秀的管理思想理論和方法去徹底改變那些老舊的國(guó)企管理觀念和機(jī)制是關(guān)乎國(guó)企命運(yùn)的重中之重。
 本文從大學(xué)期間學(xué)到的一些基本理論方法入手，以麗江水泥股份有限公司為實(shí)戰(zhàn)背景，通過(guò)分析提出問(wèn)題，設(shè)計(jì)出相應(yīng)的解決方案，建立了全新的績(jī)效管理體系，給出了實(shí)施操作方法，與之前的績(jī)效方案進(jìn)行了模擬對(duì)比評(píng)估，并最終得到結(jié)論。
 本文第一部分引言引出論題；第二部分對(duì)目標(biāo)管理理論、平衡計(jì)分卡理論和關(guān)鍵績(jī)效指標(biāo)法進(jìn)行了概述；第三部分分析了麗江水泥股份有限公司的績(jī)效管理問(wèn)題所在；第四部分在理論基礎(chǔ)的指導(dǎo)下根據(jù)實(shí)習(xí)的收獲建立了相應(yīng)的基于平衡計(jì)分卡的績(jī)效管理體系；第五部分是實(shí)施方案和流程與原有績(jī)效管理方法進(jìn)行對(duì)比以評(píng)估新的績(jī)效管理方案；最后是第六部分總結(jié)全文給出結(jié)論。
 
 關(guān)鍵詞：目標(biāo)管理、平衡計(jì)分卡、關(guān)鍵績(jī)效指標(biāo)法
 
 
ABSTRACT
Management by objective and Balanced Scorecard Card cannot called the latest management theory, but their timeliness has been through numerous years of business practice and is widely recognized. However, in many state-owned enterprises, especially in many northeast relatively conservative and concept behind veteran heavy industry enterprises，such an effective management theory is difficult to see. With the continuous progress of reform and opening up, the increasingly intense competition makes a lot of state-owned enterprises face unprecedented difficulties. At this time, considering changing those old concepts and management mechanism of state-owned enterprises completely through outstanding management theory and methods is about the fate of most state-owned enterprises.

In this paper, Fushun Cement Co. Ltd. as the background, start with some basic theory learned from University . By analyzing the issues raised, To design the appropriate solutions, establish a new performance management system, Given the methods of operation, Before the programme and the performance of a simulated comparative assessment, And get the final conclusion.

In this paper, the subject are introduced by the first part and then the second part outlines the objectives of management theory, the Balanced Scorecard theory and key performance indicators; The third part focus on the problems of performance management of Fushun Cement Co. Ltd. The fourth part establishes the corresponding Balanced Scorecard performance management system in the basis of theory and practice. geive a new performance management process and the implementation of the programme;In the Part V, geive a new performance management process and the implementation of the programme,the original performance management methods were compared to assess the new performance management programmes; Finally, Part VI is summed up by the conclusion.

Keyword: Management by objective；Balanced Score Card；Key Performance Indicators