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论文编号：	9587
作者编号：	2120152959
上传时间：	2017/12/7 16:08:08
中文题目：	J公司产品业务部绩效考核体系的研究
英文题目：	Research on the Performance Evaluation System of Product Department of J Company
指导老师：	边泓
中文关键字：	互联网公司；产品业务部门；平衡计分卡
英文关键字：	Internet enterprises； Product business departments； BSC
中文摘要：	随着社会的发展和进步，手机、电脑等智能产品已经成为人们不可或缺的物品，互联网应用也逐渐深入我们的生活之中，伴随而起的，是我们国家互联网企业迅速和蓬勃的发展。近些年来，智能产品 APP、网络广告、以及互联网大数据的应用等已成为大热趋势。然而，我国互联网企业在追求利润增长的同时，却忽略了绩效考核对长期发展的重要性，面对日益激烈的市场竞争，仅追求财务指标的增长是远远不够的，如何构建有效的绩效管理体系、科学的绩效考核方法、激发员工的工作潜力和热情正成为每一位管理者最紧迫的任务之一。 J 公司是一家提供开发者服务（推送、验证码、通讯、统计）、数据服务（iAPP、反欺诈、标签库、专业咨询）和广告服务（精准度）的互联网企业，公司以三种产品线服务划分，成立了三个产品业务部门。公司的战略目标是实现利润的持续增长，提高公司的市场占有率及知名度，并于两年内上市。然而，该公司中的绩效考核却表现出了种种弊病，尤其是对公司发展起到重要作用的三个产品业务部门，包括：对绩效的理解过于狭隘；绩效考核与企业战略目标相脱节，只关注利润的简单增长，忽略长期发展；考核内容不够全面，例如考核业绩完成情况，却不考核后续客户的反馈；没有完整的绩效管理体系；绩效考评的成果没有被有效的运用等等一系列的问题，这些都成为了 J 公司发展进步的瓶颈。 本文意图分析 J 公司的具体情况，辨明公司产品业务部绩效考核现状的不足之处及症结所在， 并从客户，财务，内部运营，学习与成长这四个维度来综合运用平衡计分卡对不同的产品业务部门进行评估，从而得出 J 公司不同产品业务部门各自的绩效水平。与此同时，再将这一数据与 J 公司所设置的发展目标进行比对，从而发现其实际运转过程中的不足和问题，从而为 J 公司长远的发展提供坚实的保障和基础， 同时也为其他类似的企业提供良好的借鉴作用。
英文摘要：	With the development and progress of the society, mobile phones, computers and other intelligent products have become indispensable items for people, and Internet applications have gradually deepened into our lives, too. Chinese internet enterprises have developed rapidly, and become an important part of our economic system. In recent years, the application of intelligent product app, network advertisement and internet big data has become hot trend. However, Chinese internet companies in the pursuit of profit growth, ignore the importance of performance evaluation to long-term development. In the face of increasingly fierce market competition, only pursue the growth of financial indicators is far from enough, how to build an effective performance management system and scientific performance appraisal method, how to inspire staffs’ work potential and enthusiasm is becoming one of the most urgent tasks of every manager. J Company is an Internet enterprise which provide developer services (push, verification code, communications, statistics), data Services (IAPP, anti-fraud, tag library, professional consulting) and advertising services (precision). The company establishes three product business departments depend on this three product line. Its strategic goal is to achieve sustained growth in profits, improve the company's market share and visibility, and in two years listed. However, the company's performance evaluation has shown a variety of shortcomings, especially three product business departments which play an important role in the development of the company, including: the understanding of performance is too narrow; the performance appraisal is divorced from the enterprise strategic goal, only concerns the simple growth of the profit, neglects the long-term development; the assessment content is not comprehensive, for example, examine the complete situation, but does not examine the follow-up customer feedback; no complete performance management system; the results of performance appraisal have not been effectively used, and so on. The series of problems have become the bottleneck of J company's development and progress. This paper intends to analyze the specific situation of J company, identify the shortcomings of the performance evaluation of the company's product departments and the crux of the problems. Then use the four dimensions of Balanced Score card, that is, financial dimensions, customer dimensions, internal operational dimensions, and learning and growth dimensions, to integrate the different product departments, so as to draw their performance levels. At the same time, compare this data and J company’s development goals, so as to find its problems in actual operation process. Meanwhile, provide solid guarantee and foundation for J company's long-term development, also play a good reference role for other similar enterprises.
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