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论文编号：	12287
作者编号：	2120183080
上传时间：	2021/3/3 23:26:11
中文题目：	基于平衡计分卡的G建筑公司绩效评价研究
英文题目：	Research on Performance Evaluation System of G Construction Enterprise Based on Balanced Scorecard
指导老师：	李姝 袁跃华
中文关键字：	平衡计分卡;绩效评价;战略管理
英文关键字：	Balanced Scorecard;Performance Management;Strategic Management
中文摘要：	近年来，我国经济由原来的高速发展转变为现在不断调整中波动发展，而建筑行业亦是在经历高速发展后，逐步向高质量发展转型。其中民营建筑企业在转型中获得了一些发展机会，但更多的是遭遇到了更加激烈的竞争。由于民营建筑公司管理大都较为粗放，在过去经济快速增长时期，主要依靠项目数量和项目金额来获取更高的利润，对于管理质量的重视程度较低。在经济放缓、项目总额增长速度放慢的情况下，提高管理质量对民营建筑企业而言至关重要。 平衡计分卡作为上世纪90年代新发展的战略管理工具，能够对企业战略和绩效评价做出有效管理，从而帮助企业提高其管理水平。其能够将企业的公司战略，首先分解为财务、客户、内部流程、学习与成长四个维度，并能将各项指标分解为各部门、各员工可执行的具体行动指标，使每个员工都能朝着公司整体战略实现的方向行动。 本文以G民营建筑公司作为案例，分析了其当前的绩效评价体系中存在的不足之处，主要体现在当前体系与公司整体战略联系不强和指标间驱动关系不明显等方面。随后，本文依据G公司所处的环境和其自身特点，修正其发展战略，并以平衡计分卡为框架，重新建立绩效评价体系。之后用新建立的绩效评价体系重新评价G公司的业绩情况，使G公司的绩效管理更加科学有效。
英文摘要：	In recent years, China’s economy has changed from the original high-speed development to the fluctuating development in constant adjustment. And the construction industry is gradually transforming to high-quality development after experiencing high-speed development. The private construction enterprises have obtained some development opportunities in the transformation, but a large number of them are facing more competition. In the last few years, compare to the high quality of management, a lot of private construction enterprises more focus on the number of construction projects to improve the profits. With the economy and the growth rate of the total amount of projects slowing down, it is importance for private construction enterprise to improve the management quality. Balanced Scorecard is a new strategic management tool. It may effectively do the strategy management and performance evaluation, as a result, it may help companies improve their management quality. Moreover, Balanced Scorecard decompose the strategy into four dimensions: finance, customer, internal process, learning and growth, and it can decompose each index into specific action indicators for departments and employees. So, it may guide employees’ behaviors acting toward the achievement of company’s overall strategy. In this paper, we use G private construction company as a case. We analyzed the potential problems of its current performance evaluation system, which mainly included the weak link between the current system and the overall strategy of the company, and the weak driving relationship between indicators. Then according to G company’s internal and external environment, we revised its strategy, and re-established the performance evaluation system based on Balanced Scorecard. After that, we used the new system evaluating the performance of G company and try to make its performance management more scientific and effective.
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