首先本文研究了平衡计分卡(BSC),关键业务指标(KPI)和经济增加值(EVA)等管理
理论,对于团队的概念和团队绩效的定义进行了阐述。
其次本文描述了S公司的现状,公司的战略定位是什么,并对S公司的绩效管理体
系现状进行了分析,详细列出了 S公司绩效管理存在的问题,提出解决存在问题的关键
是对公司的绩效管理体系进行重新设计。
接着本文提出了 S公司团队绩效考核体系的设计指导思想,绩效管理系统的对象和
范围,对于不同的对象按照BSC的方法为企业提供一个从财务、客户、内部流程、学习
与成长四个维度具有相互因果关系的目标指标体系。从而建立起如何将战略目标转化为
年度目标和团队目标的框架方法,再吸取KPI中SMART的良好优点,尽可能将指标进行
清晰的界定和说明。对于绩效结果的运用进行了详细的说明。
最后文章对S企业的绩效管理体系的实施方法和保障措施进行了分析,提出实施中
需要注意到的计划、推行中的问题和建立起有效的沟通和修正的必要性,并对于绩效管
理体系的有效运行的保证从组织保障、企业文化、规章制度、信息支持系统的建设四个
方面进行了分析。
[关键词]关键业绩指标团队绩效平衡计分卡
[研究类型]应用研究
Abstract
People have become more and more business managers are concerned with
the object, and often people go in order to facilitate management of the
organization of a department or a team. As a management unit in the
organization, the team has become increasingly important management
activities of the carrier. How to motivate a team of dynamic, the team made
contributions to the organization for effective evaluation, advanced to play to
encourage and stimulate behind the team, has been a growing number of studies,
which is studied in this paper the performance management team goals.
First, this study of the Balanced Scorecard (BSC), key business indicators
(KPI) and Economic Value Added (EVA) and other management theories,
concepts and for the team's definition of team performance are described.
A second article describes the status of the company, what is the company's
strategic positioning, and the S's performance management system are analyzed,
with details of S's performance management problems, propose solutions to
problems is the key to the company performance management system redesign.
In this paper, then the S's team performance appraisal system design
guidelines, performance management system objects and scope for different
objects according to the BSC to provide a method for enterprise from the
financial, customer, internal processes, learning and growth in four dimensions
a causal relationship between the target indicators. In order to establish how the
strategic goals into annual goals and team goals for the framework approach,
。。。
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