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论文编号：	2559
作者编号：	2220080832
上传时间：	2010/6/11 15:20:46
中文题目：	CSC公司中层管理者绩效考核体系改进研究
英文题目：	Improvement of performance appraisal system for mid-level management in CSC
指导老师：	崔勋
中文关键字：	关键词：绩效 绩效考核 关键绩效指标 平衡计分卡
英文关键字：	Key words: Performance, Performance Assessment, Key Performance Indicators, Balanced Score Card
中文摘要：	随着全球经济的快速发展和突如其来的金融风暴，我国企业面临着越来越激烈的市场竞争，对于资本和人才的争夺愈加频繁，因而人力资源管理在企业管理中显得越来越重要，作为人力资源管理系统中的关键环节——绩效管理更是受到企业的重视，处于核心地位的绩效考核，也越来越受到企业的关注，业已成为企业人力资源管理的重点。 关键绩效指标(KPI，Key Performance lndicator) 是将公司、员工、事务在某时期表现量化与质化的一种指标，己被越来越多的企业在实施绩效考核时所采用。平衡计分卡（BSC, Balanced Score Card）的核心思想就是通过财务、客户、内部流程及学习与发展四个方面指标之间的相互驱动的因果关系展现组织的战略轨迹，是实现绩效考核——绩效改进以及战略实施——战略修正的战略目标过程。KPI是指标量化考核阶段，而BSC是指标的战略管理阶段，这二者是绩效量化管理不断升级的关键词。 为了缓解经济危机的影响，，增强企业的内在竞争优势，CSC公司如何制定有效的绩效考核体系从而提升人力资源管理水平，以此获得持续发展的核心竞争力，是公司面对的一大问题。本文在分析了CSC公司中层管理者现行的绩效考核体系存在的问题之后，重新设计了基于BSC的绩效考核体系，期望能够解决这些问题。 本文在陈述了研究背景和目的之后，提出了有关绩效、绩效管理和绩效考核的理论知识，然后介绍了CSC公司的简要情况和对于中层管理者现行的绩效考核体系，分析了其存在的问题和导致这些问题的原因，然后针对这些存在的问题、结合公司自身的特点，提出了体现公司战略目标的中层管理者考核体系，其中，对于BSC方法、指标体系的建立、选择、考核方法等作了重点阐述，之后简要说明了改进与反馈机制、结果应用等，最后对绩效考核体系的组织、人员、信息化、文化和制度保障等作了说明。 本文方案设计来源于笔者从事公司管理工作实践。
英文摘要：	With the speedy development of the global economy and the sudden financial turmoil, Chinese firms face increasingly fierce competition in the market. The competition for capital and talents becomes even more frequent, so human resources management has become increasingly important in the enterprise management. As a key part of human Resource Management System, performance management is receiving much attention. As the core of performance management, performance assessment is also an increasing concern, which has become the focus of human resource management. Adopted by increasing companies for performance assessment, KPI is a kind of indices which makes the performer of company, employees and businesses in it qualitative and quantified. The core idea of BSC is implemented through the causal relationship of finance, clients, internal processes and learning with development to show the strategy development path of the organization. It is a process of performance assessment and improvement as well as strategy implementation and adjustment. KPI serves in the stage of quantified index assessment and BSC in the stage of index strategic management. And both are the key words in the consistent improvement of quantified performance management. In order to alleviate the impact of the economic crisis, Hong Kong Government has launched ten major infrastructure projects. As one of the large builders, China Construction International Holdings faces opportunities as well as the challenges with strategy and talents. How to design an effective performance evaluation system so as to enhance the level of human resource management, and then gain a competitive core competency, is a major problem the company faced. Therefore, this article analyzes the problems of company's existing KPI system, then re-design the BSC-based performance evaluation system, hoping to solve this problem. First at all, this paper presented a research background and objectives and put forward theoretical knowledge of performance, performance management and performance assessment, then briefly introduced CSC’s situation and the existing performance assessment system’s problems. Against the problems and the companies’ characteristics, the paper proposed a performance assessment system which reflected the company’s strategic objectives. The BSC method, the foundation and selection of index system, assessment process have been highlighted. After a brief description of the improvement and feedback mechanisms and the results applications, the last part of the paper was about the organization, personnel, information, culture and institutional guarantee. The issue in this paper came from writer’s working practice in company management.
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