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论文编号：	10821
作者编号：	2120163237
上传时间：	2018/12/12 15:31:27
中文题目：	Y教育培训公司绩效评价体系的研究
英文题目：	Research On The Performance Evaluation System of Y Education and Training Company
指导老师：	边泓
中文关键字：	教育培训机构；平衡计分卡；绩效评价体系
英文关键字：	Education and training institutions; Balanced scorecard; Performance evaluation system
中文摘要：	随着经济的高速发展和产业结构的转型，我国对人才的需求旺盛，教育培训行业在我国呈现蓬勃发展的态势。但是在当前的形势下，教育培训机构在迎来发展的同时在绩效评价体系方面存在很多问题，比如许多教育培训公司都缺乏一套科学、行之有效的绩效评价体系，来约束企业内部流程，使企业成为以客户为导向的现代化、高效的服务型组织。 Y公司是一家提供各种职业培训的大型教育培训机构，拥有北京、上海、长沙、郑州、南京五大分校。公司的战略目标是力争在3-5年内在教育培训行业具有领导地位。但是多年来该公司的绩效评价体系存在很多的问题，比如：现行的绩效评价体系无法公允地反映管理层的真正业绩，只注重最终的财务结果，管理层存在操纵会计利润的动机，并忽视了员工与客户关系对价值创造的作用，未考虑客户满意度与员工忠诚度等达成该结果的驱动因素，未考虑绩效评价体系与公司战略的关联关系，绩效指标设计的过于简单，缺乏科学性，严重影响了公司的发展。 本文在绩效评价相关理论的基础上，对Y公司绩效评价存在的问题和原因进行了分析，并采用平衡计分卡方法对其现行绩效评价体系进行重新构建。以五大分校为绩效评价对象，从财务、客户、内部运营、学习成长四个维度建立公司级绩效指标，对五大分校进行了绩效考核评价。并将绩效评价体系重新构建前后的评价结果进行对比，分析产生差距的原因，最后提出Y公司在今后实施平衡计分卡的绩效评价体系各层级应有的保障措施，从而为Y公司获取竞争优势，持久发展提供有利保障。
英文摘要：	With the rapid development of the economy and the transformation of industrial structure, there is a great demand for talents in our country, the education and training industry is developing vigorously. However, under the current situation, there are many problems in the performance evaluation system simultaneously. In general, there is a lack of a scientific and effective performance evaluation system to restrict the internal processes which would make the enterprise a modern, efficient and customer-oriented service organization. Y Company is a large-scale education and training institution that provides various vocational trainings. It has five branches in Beijing, Shanghai, Changsha, Zhengzhou and Nanjing. The company's strategic goal is to strive to be a leader in the education and training industry within 3-5 years. However, there has been many problems in the company's performance evaluation system for years. For example, the current performance evaluation system cannot fairly reflect the true performance of the management, by paying attention only to the final financial results, without the consideration of improvement process to achieve the result and the relationship between the performance evaluation and the strategy of the company. The setting of performance indicators is too simple and irrational, which would seriously affect the company's development. Based on the theory of performance evaluation, this paper analyzes the problems and their causes of performance evaluation of Y company and uses the balanced scorecard method to optimize. Taking the five branches as the object of performance evaluation, this paper establishes company-level performance indicators from the four dimensions: finance, customer, internal operation and learning growth. It also compares the evaluation results before and after the optimization and analyzes the reasons for the changes. Then it puts forward the problems that Y Company should pay attention to and make necessary measures to guarantee its implementation. In this way, it can provide a favorable safeguard for Y Company to gain a competitive strength and to sustain its long-term development.
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