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论文编号：	2980
作者编号：	2220081090
上传时间：	2011/3/29 10:06:20
中文题目：	青岛国信集团战略导向的绩效管理系统构建研究
英文题目：	Strategy Oriented Performance Management System Construction Research of Qingdao Conson Development (group) Co., Ltd
指导老师：	李新建
中文关键字：	关键词：战略管理 绩效管理 平衡计分卡 青岛国信集团
英文关键字：	Key words: strategic management performance management BSCQingdao Conson Development (group) Co., Ltd
中文摘要：	摘 要 面对日趋复杂的商业环境，企业尤其是集团化组织需要构建一套链接战略、绩效和运营的环路式管理体系。如何结合实际研究和开发一套起始于战略环境分析，通过战略规划与绩效管理的链接，落地于运营规划与组织的战略绩效管理体系，是本文的研究目的和主要成果。为此，以青岛国信集团为研究个案，本文在对相关理论借鉴的基础上，综合运用平衡计分卡等作为战略管理和绩效管理的工具，将组织行为管理理论和人力资源管理实践有效融合，构建了“以战略实施为目的、以绩效管理为主线、以各种管理工具为手段”战略协同体系，以适应动态管理战略的需要。 首先，在战略环境扫描、战略分析基础上规划企业战略，绘制战略地图；然后，围绕战略执行，开发战略绩效目标管理体系，将集团公司战略分解到所有业务单元和支持单元，进而落实到全体员工，构建全员SBU，形成各层次、各类别战略单元的战略协同；最后，为完成战略绩效目标，通过改进业务流程完善组织设计、通过优化资源配置进行运营规划与组织、通过人力资本管理激励所有战略单元愿意并有能力参与战略协同，建立多元化的战略实施保障体系；此外，以战略绩效考核体系总结和落实战略绩效的完成情况，以战略检验与调整建立运营与战略的反向链接也是环路式战略绩效管理不可或缺的组成部分。 在动态绩效管理体系的构建过程中，本研究作了一些有益的突破和尝试：不仅仅局限于平衡计分卡的运用，而是整合目标管理、战略KPI、EVA工具、全面预算和超预算等绩效管理工具和方法建立综合平衡计分卡，并运用利益相关者理论突破平衡计分卡四个维度的局限性，将外部资源提供者均纳入平衡计分卡范畴，丰富了平衡计分卡的内涵；不仅将经济增加值（EVA）融入平衡计分卡，将其置于平衡计分卡的顶端，处于平衡计分中因果链的最终环节，而且运用模糊集合论等手段构建全员SBU的全员EVA管理体系，在此基础上创建了人力资本价值计量方法，为薪酬设计和资源配置提供定量依据，并作为战略绩效管理必要的延伸，以全面提升战略绩效管理水平，促进和保证战略目标的实现。希望本项研究的成果能为相关企业提供参考与借鉴。
英文摘要：	Abstract Facing increasingly complicated business environment, enterprises, especially group companies, need to construct a circle typed management system that connects strategy, performance, and operations. Combining with reality, how to investigate and develop a strategic performance management system that starts with strategic environment analysis, via links of strategic planning and performance management, lands in operational planning and organization, is research goal and major achievement of this article. Using Qingdao Conson Development (group) Co., Ltd as case study, based on the relative theory of reference, this article uses BSC etc. as strategic management and performance management tools, effectively combines theory of organizational behavior management with practices of human resource management to build a strategic coordination system that has strategic implementation as purpose, performance management as main line, various management tools as means, in order to adapt to needs of dynamic strategic management. First of all, we planned enterprise strategies and drew strategy map based upon strategic environment scanning and strategic analyses; secondly, developed strategic performance target management system around strategic implementation, decomposed group companies strategy to all business units and support units, then implemented to all staff to build staff SBU, and to form strategic coordination of various levels and various categories strategic units; at last, in order to accomplish strategic performance target, built diversified strategic implementation ensuring system by improving business process to optimize organization design, optimizing resource configuration to carry out operational planning and organization, urging all strategic units motivation and ability to join strategic coordination via human resource management; in addition, using strategic performance assessment system to summarize and test completion of strategic performance, and backlink of using strategy to test and adjust operations and strategy is indispensable part of circle typed strategic performance management. During the construction process of dynamic performance management system, this study made some useful breakthrough and attempts. Not limiting to application of BSC, but integrating goal management, strategic KPI, EVA tool, total budget and super budget performance management tools and methods to build integrated BSC, and utilizing stakeholder theory to break through four dimensions limitation of BSC, bringing external resource providers into BSC, enriching contents of BSC; not only bringing EVA into BSC and putting it on top of BSC in the final link of balanced scoring causal chain, but also using fuzzy set theory etc. to build staff EVA management system of all staff SBU. On this basis creating human capital value measurement methods, providing quantitative basis for salary design and resource deployment as necessary extension of strategic performance management, in order to improve strategic performance management standard overall, accelerate and ensure strategic target’s achievement. We expect research result of this study could provide references to relevant enterprises.
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