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论文编号：	760
作者编号：	2120052510
上传时间：	2008/6/24 1:41:18
中文题目：	基于平衡计分卡的战略绩效管理模
英文题目：	A Research of the Strategic Pe
指导老师：	申光龍 副教授
中文关键字：	战略绩效管理、平衡计分卡、利害
英文关键字：	Strategic Performance Manageme
中文摘要：	随着经济的全球化和知识经济的到来，世界各国企业都面临着越来越激烈的竞争，而企业竞争的对象也从自然资源、机器设备转移到了人力资源方面。所以人力资源的优劣成为了企业的一个核心竞争力。时代在进步，企业在发展，人力资源管理中的一个重要职能——绩效管理，也就成为企业管理中的一个备受关注而敏感的话题。不少企业在这方面进行了积极的探索并投入了大量精力。但令人遗憾的是，很多企业的绩效管理并不尽如人意，或流于形式，或中途夭折，绩效管理似乎成为企业管理的战场。应该如何扭转这种局面？也就成为目前学术界与企业界共同关注的问题。 企业战略管理是企业进行生产经营活动的总体性管理，是企业制定和实施系列管理决策与行为的指导性管理，其核心是使企业自身条件与环境相适应，以求得企业的生存与发展。而企业经营环境的变化使更多的个人和群体的利益受到企业经营绩效的越来越大的影响，企业的生存与发展，不仅与出资人利益息息相关，而且直接影响到债权人、顾客、企业员工、所在社区及政府的利益，从而加深了相关利益人对企业绩效评价的关注。因此企业作为一个利害关系者的集合化，要长期稳定地发展，就需要最大限度地满足利害关系者的满意度。而这些利害关系者的利益要通过企业的内部经营过程得到保证。另外，企业要在激烈的竞争环境中生存和发展，还必须形成企业持续不断的核心竞争优势，即加强企业技术创新和人力资源开发应用并承担对社会的相关责任。由此可见，企业的战略绩效评价是多层次、多方面的。 以往的学者在绩效管理方面已经做了相当深入的研究。例如1992年哈佛大学商学院的著名教授罗伯特•卡普兰和戴维•P•诺顿提出的平衡计分卡对企业的绩效管理就做出了巨大的贡献，但是也存在一些不足之处。平衡计分卡仅仅考虑了股东、雇员、顾客三个利害关系者，这存在一定局限性，所以本研究从基于利害关系者满意的角度对平衡计分卡进行了改进，从而提出新的战略绩效管理模式。 本研究主要采用了文献回顾与案例研究的方法，首先介绍了有关绩效管理和利害关系者的相关概念，接着通过对基于利害关系者满意的战略绩效管理的界定以及流程分析后构建了此战略绩效管理模式。最后，本研究对研究进行了总结和展望。
英文摘要：	With the arrival of the economic globalization and knowledge economy, enterprises of various countries face more and more competition in the world, and the target of enterprise's competition has already shifted from natural resources, machinery equipment to the human resources. So the human resources have already become a core competence of enterprises. Era is developing, enterprises are improving, an important function in human resource management--Performance is becoming a sensitive topic and many enterprise pay close attention to it. Quite a number of enterprises have carried on positive exploration and invested much energy on it. But to be regretted, the performance management of many enterprises more or less falls into certain predicament, or become a mere formality, or die young midway Performance seems to be battlefield of business administration. How to improve this kind of situation? This is the question which the academia and business circles pay close attention to together at present too. Enterprise's strategic management is the totality management to the thing that the production and operating activities of enterprises implement, it is serial administrative decision and behavior that enterprises make and implement strategy, its key question is to make enterprise's own condition and environment suitable for, try to get enterprise's survival and development. And the change of enterprise's management environment makes more and more individuals and benefit of the colonies managed the influence of the performance by enterprises, the survival and development of enterprises, not only closely linked with contributor's interests, but also influence creditor, customer, enterprise staff, the community and the government's interests directly, thus strengthened the relevant stakeholders concern about enterprise's performance. So enterprises will develop steady in a long-term as the set of person who is correlated with of a benefit, need to meet the satisfaction of the persons who are correlated with of the interests to the maximum extent. And should manage the course and get the assurance through the inside of enterprises in interests of stakeholders. And, enterprises should survive and develop in the keen competition environment, must form enterprise's constant key competitive advantage, it should be by and bear the responsibility to the society namely strengthen enterprise's technological innovation and human resources development. Therefore, strategic performance appraisal of enterprises is multi-level, in many aspects. In fact scholar in the past has already made quite further research on performance management. In 1992, professors of the Harvard University business school, Robert S. Kaplan and David. P. Norton put forward a performance management model-- balanced score-card (BSC). They contribute to enterprise a lot, but they have their own deficiencies. Balanced-score card only considered three interest stakeholders: shareholder, employee and customer. But it is a thing from abroad after all, and has its localization, so this research corrects the BSC to put forward a strategic performance management mode on the basis of stakeholder’s interests. This thesis adopts two research methods: literature analysis and case study, and introduce some relevant concepts of stakeholders and performance management. Then analyze the current situation of performance management. Through defining the strategic performance management mode, analyzing its process and describe its application. What’s more, this research still analyzes the meaning and obstacle of this mode. Finally I summarized and looked into the future.
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