本文在众多企业绩效管理理论中选取平衡计分卡理论对LNYD集团LNTT子
公司的绩效管理进行设计。企业从战略目标、财务目标、内部流程、客户维度、
员工发展四个方面进行LNYD集团LNTT子公司绩效管理的设计。
本文通过对LNYD集团LNTT子公司绩效管理的现状分析,依据平衡计分卡
的理论指导,试图把平衡计分卡理论引入到LNYD公司集团子公司的绩效管理
中,重新构成LNYD公司集团子公司的绩效管理,运用绩效管理的理论对现行的
绩效管理进行优化,希望能力提升企业的战略执行力和管理能力提供借鉴,对
其它地市级公司提供参考。
关键词:绩效管理;平衡计分卡;LNYD集团LNTT子公司
-II-
东北大学硕士学位论文
Abstract
Based on the Balanced Scorecard LNYD group LNTT subsidiary
performance management research
Abstract
Enterprise performance management is a modern business management
important method and means, effective performance management can stimulate the
potential of employees, so that the individual objectives consistent with corporate
objectives. With the restructuring of the telecommunications industiy to give me
LNYD group LNTT company brings new opportunities and challenges, our
company has the need for existing performance management were redesigned to
meet new business,enhance the company's strategic execution.
The enterprise performance management theory in selection of balance
scorecard theory to LNYD group LNTT subsidiary performance management
improvement design. Enterprises from the strategic target, financial goals, internal
process, customer,employee development dimensions of four aspects of LNYD
group LNTT subsidiary performance management design.
This article through to the LNYD Corporation LNTT subsidiary performance
management analysis, based on the Balanced Scorecard theory, trying to balance
scorecard theory is introduced to LNYD company a subsidiary of the group fs
performance management, to form the LNYD company group company's
performance management, the use of performance management theory on the
existing performance management optimization, hope ability promote the enterprise
strategy execution and management ability to offer draw lessons from,the other
local companies to provide reference.
Key words: Performance management; The Balanced Scorecard; LNYD LNTT
Group subsidiary
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