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论文编号：	10642
作者编号：	2120163235
上传时间：	2018/12/7 20:18:38
中文题目：	A物业公司项目业绩评价研究——基于平衡计分卡的改进
英文题目：	Project Performance Evaluation Research of A Property Company——Improvement Based on Balanced Scorecard
指导老师：	周晓苏
中文关键字：	业绩评价；物业企业；平衡计分卡
英文关键字：	Performance Evaluation;Property Service Company;Balanced Scorecard
中文摘要：	近年来，物业管理行业的经营环境发生了巨大的变化。一方面，政府颁布法律法规，物业管理逐步规范化，另一方面，信息技术得到了广泛的应用，改变了人们的生活。面对越来越激烈的市场竞争和越来越严格的监管措施，物业企业要想保持竞争力，在经营上取得突破，就需要找出自身的问题，制定科学合理的业绩评价体系。 A公司属于物业管理行业，项目上的财务人员属于管理部门。财务人员除了要负责财务工作以外，还要负责催收物业费、参与活动策划以及协同其他部门进行业绩的考核工作。当前公司采用KPI方法进行项目业绩评价，随着业务的发展和企业实际情况的变化，现有的项目业绩评价体系存在一定的问题，无法真实全面的反映项目的实际情况，不能满足公司管理上的需要。 具体来说，当前A公司项目业绩评价采用利润率作为唯一的财务指标，这就导致利润率占据很大的比重，对考核结果有较大的影响，一方面，导致项目管理者只关注当前利润率指标，忽视对未来的投入，不利于公司可持续发展，另一方面，无法全面反映项目在应收账款指标、利润增长指标、资产管理指标等方面的问题。另外，在非财务指标的设置上，当前A公司采用的项目业绩评价指标中缺少对于公司战略的体现，不能够全面的体现公司的实际情况。因此本文为A物业公司设计了基于平衡计分卡的项目业绩评价体系，将公司的战略思想落实到具体的实施层面，对原有业绩评价体系的优化，有利于真实的反映项目运营管理的情况，促进项目管理的全面发展，加速实现公司战略目标。 本文通过案例研究，对A公司两个项目2016年的业绩考核结果进行分析，发现A公司目前项目业绩评价存在的问题。因此，构建了基于平衡计分卡的项目业绩评价体系。首先对A公司的战略目标进行分解，之后，结合物业项目的特点对新评价指标的选择进行了说明，最后本文运用基于平衡计分卡的业绩评价体系对2016年A公司的两个项目进行了重新评价，说明了新评价体系的优势并为项目业绩改进提供方向。另外，指出新的项目业绩评价体系在实施过程中应当注意的问题。
英文摘要：	In recent years, the operating environment of the property management industry has undergone tremendous changes. On the one hand, the government promulgated laws and regulations, and the property management was gradually standardized. On the other hand, information technology has been widely used and changed people's lives. In the face of increasingly fierce market competition and increasingly strict regulatory measures, if property companies want to remain competitive and make breakthroughs in their operations, they need to find out their own problems and formulate a scientific and reasonable performance evaluation system. Company A belongs to the property management industry. The financial personnel on the company A project belong to the management department, and they responsible for the financial work, but also collects the property fees and cooperates with other departments to check the performance and performance.Company A currently uses the KPI method to evaluate the performance of the project. With the development of the business and the actual situation of the enterprise, the existing performance evaluation system has certain problems, which cannot truly and comprehensively reflect the actual situation of the project, and cannot meet the company management need. Company A currently uses profit margin as the only financial indicator, which leads to a large proportion of profit margins, which has a greater impact on the assessment results. On the one hand, the project managers only focus on the current profit rate indicators, ignoring the future. The investment is not conducive to the sustainable development of the company. On the other hand, it cannot fully reflect the problems of the project in terms of accounts receivable indicators, profit growth indicators and asset management indicators. In addition, in the setting of non-financial indicators, the current performance evaluation indicators adopted by Company A lack the embodiment of the company's strategy and cannot fully reflect the actual situation of the company Therefore, this paper designs a project performance evaluation system based on balanced scorecard for A property company, and implements the company's strategic thinking to the specific implementation level. The optimization of the original performance evaluation system is conducive to the true reflection of the project operation management. Promote the overall development of project management and accelerate the realization of the company's strategic goals. Through case study, this paper analyzes the results of the performance evaluation in 2016 of two projects, and finds out the problems existing in the performance evaluation of company. After that, it constructs a project performance evaluation system based on the Balanced Scorecard and carries out the strategic objectives of company. Decomposition, combined with the characteristics of the property industry, explains the selection of new evaluation indicators. Finally, this paper uses the performance evaluation system based on the balanced scorecard to re-evaluate two projects of company A, illustrating the advantages of the new evaluation system. And provide direction for project performance improvement. In addition, through the application of the new performance evaluation system, the problems that should be paid attention to during the implementation of the performance evaluation system based on the balanced scorecard are pointed out.
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