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论文编号：	3072
作者编号：	2120092716
上传时间：	2011/5/22 0:43:03
中文题目：	JD公司员工绩效管理体系优化设计——平衡计分卡、关键绩效指标、360度考评综合运用
英文题目：	Optimization of Empoyee Performance Appraisal System at JD Corporation-Comprehensive Use of Balanced Scorecard, Key Performance Indicator, and 360 Degree Appraisal
指导老师：	袁庆宏
中文关键字：	绩效考核；平衡计分卡；关键绩效指标；360度考评
英文关键字：	Performance Appraisal；BSC；KPI；360 Degree Performance Appraisal
中文摘要：	随着经济全球化和信息技术的迅猛发展，我们来到了“人工成本时代”，人力资源作为企业最核心的竞争力，其重要作用日渐凸显。在这场方兴未艾的“人才革命”中，中国企业已经开始思索如何让人力资源发挥出最佳绩效。 长期以来，绩效考核都是人力资源管理工作中的难点，虽然理论研究中的考评方法和考核工具种类繁多，但真正能够有效运用于企业管理中的却并不多，原因在于绩效考核的效用往往是多方面的，做得不好，它很可能会成为“双刃剑”，不但不能提高组织绩效，反而会挫伤员工积极性。所以绩效管理最大的问题并不是缺乏理论工具，而是如何选择科学合理的考评方法和考核工具使绩效体系成功落地，真正实现促进组织目标实现和员工绩效持续改进的功用。 作为一种全方位、多视角的绩效评价方法，360度考评由于其考核结果客观有效、操作性强等诸多优势而被许多企业所采用。关键绩效指标（KPI）的最大特点是将“战略导向”和“目标管理”融合于绩效管理之中，通过层层分解把组织战略细化为部门绩效和岗位绩效，合理设定KPI可以使考核工作有的放矢，行之有效。而平衡计分卡（BSC）又为如何建立KPI体系提供了完善的思路。 本文以绩效管理理论和战略管理理论为基础，对JD公司优化设计绩效管理体系的案例进行深层剖析，论证了以平衡计分卡理论为指导思路，以360度考评为实施方法，通过KPI来进行部门和岗位考核的一种绩效管理模式，它符合绩效管理理念，是对传统理论的创新应用。 本文以理论结合实际的研究方法，首先对绩效管理领域的理论文献进行了一个简单的概述，之后又结合案例详尽论述了基于BSC的绩效管理体系是如何优化设计的，揭示了战略管理与人力资源管理以及绩效管理之间的紧密联系，最终证明了360度考评与KPI相结合的考核模式具有操作性强、客观公正等特点，必将有助于绩效管理工作的实施成效。
英文摘要：	With the globalization of world economy and rapid development of information technology, we have entered an “era of labor costs”. The role of human resources as a company’s core competitive advantage is becoming increasingly important. In this growing “talent revolution”, companies in China have started considering how to maximize the performance of human resources. For a long time, performance appraisal has been the challenge in human resource management. While many assessment methods and tools have been used in research, few can be effectively employed in actual business management. This is because the effect of performance appraisal is often multifaceted. It can become a double-edged sword in that inappropriate use may hinder an organization’s performance and dampen employees’ initiative. Therefore, the key challenge in performance appraisal is not lack of theory, but selection of reasonable assessment methods and tools that can successfully establish an appraisal system and help achieve organizational goals and sustained improvement in employee performance. Because of its advantages in objectiveness, effectiveness and functionality, 360 degree appraisal has been adopted by many companies as an omnidirectional and multi-angle method of performance assessment. Key performance indicator (KPI) is characterized by its ability to combine “strategic orientation” and “management by objective” into performance management. Through layers of decomposition, it gradually breaks down a company’s organizational strategy to departments and various positions within each department. Appropriate establishment of KPI can facilitate targeted and effective performance assessment, while balanced score card (BSC) provides more comprehensive ideas for the formation of the KPI system. Based on the theory of performance management and strategic management, this study analyzes the experience of JD Corporation in developing and optimizing its performance appraisal system. It demonstrates that an effective performance assessment model can be developed drawing on the theory of BSC, 360 degree appraisal and KPI. Such a model meets the concept of performance management and is an innovative application of the traditional theory. This study integrates theory with practice. First, it presents an overview of the current literature on performance management. Second, it discusses how to optimize the design of a performance appraisal system based on BSC, and shows the close relationship between strategic management, human resource management, and performance appraisal. Finally, it demonstrates that a “360 degree appraisal + KPI” assessment model is both operational and objective, and can effectively enhance the outcome of performance management.
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