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论文编号：	8969
作者编号：	2120142981
上传时间：	2016/12/12 21:10:52
中文题目：	A音乐培训机构绩效评价体系构建研究
英文题目：	Research On The Construction Of Performance Evaluation System Of A Music Education And Training Institutions
指导老师：	边泓
中文关键字：	音乐培训机构；绩效评价体系；关键绩效指标；平衡计分卡
英文关键字：	Music training institutions; Performance evaluation system; KPI; BSC
中文摘要：	随着人们对于子女素质教育的日渐重视，国内的非学历教育培训产业不断开拓，教育培训机构日益发展壮大，如雨后春笋一般林立在市场上，教育培训行业面临的市场竞争也越来越激烈。合理有效的绩效评价体系对于企业来说是保证企业在优胜劣汰的市场环境中能够稳步发展的重要基石，是现代企业内部人力资源管理的重要工具。在市场中大多数教育培训企业的绩效评价制度并不完善，这一现状制约了企业快速发展进步的步伐。此类企业中的绩效评价表现出了种种弊病，包括对绩效的理解过于狭隘、绩效的管理模式仅仅是简单的绩效考核、绩效考核与企业战略目标相脱节、考核内容不够全面、没有完整的绩效评价体系、没有形成有效的沟通渠道、绩效考评的成果没有被有效的运用等一系列的问题，这些都成为了企业发展进步的瓶颈。在这类企业中，大多都缺乏符合企业业务特点的一整套完善的绩效评价制度，并且成为了行业内部普遍的现象。如何在企业原有的管理制度基础之上构建符合企业业务特点的高效的绩效评价体系成为了非学历教育培训机构生存发展的必然选择。 本文经由对A音乐教育培训企业的案例研究，剖析其业务特点以及运营方式，在明确企业内部组织布局、部门及岗位的责任基础之上深入探讨企业管理与其现存绩效评价制度中具有的缺陷，利用平衡计分卡的四个维度分析其企业层面、组织层面以及员工层面的关键绩效指标，并锚定各个指标的权重值，从绩效评价体制的建立、绩效考评与反馈、考评结果的运用、完善薪酬制度与绩效评价体制的保障等重要环节着手，构架起一整套适合A音乐教育培训机构的绩效评价系统。新构建的绩效评价体系旨在明确遵照企业愿景蓝图的发展方向，遵照企业的长短期战略目标，对于企业发展中现存的主要问题有方向的构建组织以及员工的一整套绩效评价制度，构成绩效评价的良性循环模式，并提出与之相关的保障制度。希望能够经过对A企业的绩效评价体制的建立与施行，为该企业的快速成长与发展提供坚实的理论与体制的支持，并能够为我国相关的非学历培训机构的管理制度的改良提供理论与实际案例的借鉴。
英文摘要：	As people pay more attention to child’s quality education， China’s non-academic education and training industry continues to expand and educational training organizations increasingly grow， springing up in market. At the same time， market competition facing educational and training industry also tends to be fierce. Reasonable and effective performance evaluation system is an important cornerstone to ensure the enterprise can develop steadily in the market environment with the principle—the survival of the fittest as well as an important tool for human resources evaluation in a modern enterprise. In the market， the performance evaluation system of most educationalandtraining enterprises is underdeveloped， which constrains them from developing and progressing rapidly. In such organizations， performance evaluation suffers various problems. For example， the understanding on performance is too narrow; Performance evaluation mode is limited to simple performance assessment; Performance assessments separated from corporate strategy; Assessment content is not complete; there is no complete performance evaluation system; effective communicative channels are not established and the accomplishments of performance assessment are not applied effectively. All these become bottlenecks that stop enterprises from developing and progressing. In such enterprises， most do not develop a complete set of performance evaluation system that corresponds to characteristics of corporate businesses. Besides， it has become the common phenomenon in the industry. How to establish an efficient performance evaluation system that conforms to the enterprise’s business characteristics based on the original evaluation system has become an inevitable choice for non-academic education and training institutions to survive and develop. This paper carries out a case study of A Music Educational Training Company to analyze its business characteristics and operational mode. On the basis of identifying its internal organizational layout and responsibilities of departments and positions， a deep discussion is conducted on defects of the existing performance evaluation system. Four dimensions of Balanced Scorecard are employed to analyze key performance index from enterprise， organizational and staff levels. The paper anchors the weight value of each index. And， starting from the establishment of performance evaluation system， performance assessment and feedback， application of assessment results， improvement of remuneration system and guarantee of performance evaluation system， it constructs a complete set of performance evaluation system suitable for A Music Educational Training Company. The newly built performance evaluation system aims to observe the enterprise’s vision blueprint and follow its long-term and short-term strategic goals to construct the organizational structure and staffing targeting at the main problems in the process of company development. As a complete set of performance evaluation system， it forms a benign cycle model of performance evaluation and puts forward a corresponding guarantee system. It is expected to provide a sound theoretical and system support for its rapid growth and development through the establishment and implementation of A Company’s performance evaluation system. Also， this research can provide a theoretical and practical-case reference for improving evaluation system of China’s non-academic education and training institutions.
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