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论文编号：	11349
作者编号：	2320170331
上传时间：	2019/12/12 18:33:57
中文题目：	T集团子公司组织绩效管理
英文题目：	Research on the optimization strategy of organizational performance management of T Group subsidiary
指导老师：	武立东 教授
中文关键字：	T集团；绩效管理；考核评估；优化策略；平衡计分卡；
英文关键字：	T group; Performance management; Evaluation; Optimization strategy; Balanced Scorecard;
中文摘要：	VUCA时代，带给我们更多的不可预测与不确定性，越来越多组织形态的出现，带给人力资源前所未有的挑战，带来新的管理难题与机遇。我们需要重新审视企业的管理问题，特别是组织内个体价值创造如何被激发。尤其是此刻各行各业面临转型、信息技术蓬勃发展，打破了行业边界、打破了生产者与消费者的边界、也打破了组织的边界。我们需要在更大的生态组织系统中重新审视各种管理问题，这对绩效管理提出了新的挑战。企业与企业之间的激烈竞争，最终比拼的是核心竞争力。如果企业的核心竞争力想要显著提升，在纷繁复杂的市场竞争中生存与发展，需要组织向内部管理要效益，提升组织绩效，用绩效管理来提升自身竞争力。基于上述内容，本文选取T集团作为研究对象，将其对子公司的组织绩效管理现状进行分析。然后通过问卷调查等研究方法，提炼出现行组织绩效管理体系存在的诸多问题。诸如，组织绩效管理责任分工不明确，沟通反馈机制存在诸多不足，绩效管理与战略脱节等问题。这就使得T集团对子公司组织绩效管理的作用不能得以充分发挥，对集团内部管理和未来业务发展，都造成了不利影响。本文通过查阅大量绩效管理方面的国内外研究文献、专著以及各类企业的优秀案例和管理经验，结合T集团企业特点，以“确保战略层层分解，目标逐级承接，以结果为导向，实现战略闭环管理”，“以创新和价值为主线，以岗位职责为基础，强调对职责的整体评估”，“深刻理解责任内涵，注重细节，管控过程，以科学理性的视角指导管理实践”的目标为指导。本文将T集团对其下属子公司的组织绩效管理体系的优化策略进行了研究。优化策略主要针对以下几个方面：1、体系优化与工具升级；2、指标体系优化升级；3、建立并优化沟通反馈机制。为了保障优化方案的实施效果，本文还从组织保障、制度机制保障、技术保障和思想文化保障等方面提出了体系运行的保障措施。本文在研究中运用了问卷调查法、文献分析法、访谈法等研究方法。针对T集团目前正在实施的组织绩效管理体系，对该体系未来的优化策略进行深入的系统研究，结合企业自身特点，同时制定全面的、系统的、有效的、可落地实施的组织绩效管理体系的保障措施，这对T集团当前的经营以及未来的发展具有十分显著的意义，也可以为其他企业在对其子公司的组织绩效管理方面带来一定的指导和借鉴意义。
英文摘要：	In the era of vuca, it brings us more unpredictability and uncertainty, more and more organizational forms, unprecedented challenges to human resources, and new management problems and opportunities. We need to re-examine the management issues of enterprises, especially how individual value creation within the organization is stimulated. Especially at the moment, all walks of life are facing transformation and vigorous development of information technology, breaking the boundaries of industries, producers and consumers, and organizations. We need to re-examine various management issues in a larger ecosystem, which poses new challenges to performance management. In the fierce competition between enterprises, the final competition is the core competitiveness. If the core competitiveness of an enterprise wants to be significantly improved and survive and develop in the complicated market competition, it is necessary for the organization to seek benefits from internal management, improve organizational performance and use performance management to improve its competitiveness. Based on the above content, this paper selects T group as the research object, and analyzes the current situation of organizational performance management of its subsidiaries. Then through the questionnaire survey and other research methods, refine the existing problems of the bank's organizational performance management system. For example, the division of responsibility of organizational performance management is not clear, there are many deficiencies in communication and feedback mechanism, and performance management is out of line with strategy. As a result, t group can't give full play to the role of organizational performance management of subsidiaries, which has a negative impact on the internal management of the group and the future business development. Through consulting a large number of domestic and foreign research literature, monographs, excellent cases and management experience of various enterprises in performance management, combined with the characteristics of T group enterprises, this paper aims to "ensure that the strategy is broken down at all levels and the objectives are undertaken step by step.". Guided by results, realize strategic closed-loop management, take innovation and value as the main line, take post responsibility as the basis, emphasize the overall evaluation of responsibility, deeply understand the connotation of responsibility, pay attention to details, control process, and guide management practice from a scientific and rational perspective. This paper studies the optimization strategy of organizational performance management system of T Group's subsidiaries. Optimization strategies are mainly aimed at the following aspects: 1. System optimization and tool upgrading; 2. Index system optimization and upgrading; 3. Establishment and optimization of communication and feedback mechanism. In order to ensure the implementation effect of the optimization scheme, this paper also puts forward the guarantee measures for the system operation from the aspects of organization guarantee, system mechanism guarantee, technical guarantee and ideological and cultural guarantee. In this paper, questionnaire survey, literature analysis, interviews and other research methods are used. In view of the organizational performance management system currently being implemented by T group, the future optimization strategy of the system is studied systematically. Combined with the characteristics of the enterprise itself, the comprehensive, systematic, effective and implementable guarantee measures of the organizational performance management system are formulated. This is of great significance to the current operation and future development of T group, as well as For other enterprises in the organizational performance management of its subsidiaries to bring some guidance and reference.
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