1 分类号，F243 学校代码，10697 密 级，公开 学 号，201742359 硕士专业学位论文 Dissertation for the Professional Degree of Master SY 集团战略转型背景下的绩效管理体系构建 学科名称，高级工商管理 专业学位类别，高级工商管理硕士 作者，杨浩宁 指导老师: 郭亚军 副教授 西北大学学位评定委员会 二○一八年西北大学学位论文知识产权声明书 本人完全了解西北大学关于收集、保存、使用学位论文的规定。学校 有权保留并向国家有关部门或机构送交论文的复印件和电子版。本人允许 论文被查阅和借阅。本人授权西北大学可以将本学位论文的全部或部分内 容编入有关数据库进行检索，可以采用影印、缩印或扫描等复制手段保存 和汇编本学位论文。同时授权中国科学技术信息研究所等机构将本学位论 文收录到《中国学位论文全文数据库》或其它相关数据库。 保密论文待解密后适用本声明。 学位论文作者签名， 指导教师签名， 年 月 日 年 月 日 ------------------------------------------------------------------------------------------- 西北大学学位论文独创性声明 本人声明，所呈交的学位论文是本人在导师指导下进行的研究工作及 取得的研究成果。据我所知，除了文中特别加以标注和致谢的地方外，本 论文不包含其他人已经发表或撰写过的研究成果，也不包含为获得西北大 学或其它教育机构的学位或证书而使用过的材料。与我一同工作的同志对 本研究所做的任何贡献均已在论文中作了明确的说明并表示谢意。 学位论文作者签名， 年 月 日摘要 I 摘要 随着全国上下文化体制改革的不断深入和内外部因素的影响，国有文化演艺企业经 营管理的效率和水平逐渐不能满足发展需求，这就要求企业不断创新管理方式、提高绩 效、制定战略和集聚人才，从而实现社会效益和经济效益的有机统一。因此，本文以 SY 集团战略转型背景下的管理问题为例，结合其行业特点，引入平衡计分卡理论，研 究 SY 集团绩效管理体系构建问题。 本文拟通过阐述绩效、绩效管理、平衡计分卡等概念和理论，充分运用绩效管理、 平衡计分卡等基础理论和相关学科的原理方法，对 SY 集团管理中存在的问题进行分类 整理归纳，运用平衡计分卡工具进行绩效管理体系设计，把企业战略转化为具体且易量 化的指标，从财务、客户、内部业务流程和学习与成长四个方向构建平衡计分卡战略管 理体系，以期借助这个完善的体系实现对集团各部门、子公司以及所有员工的工作考核， 并对考核结果分类应用和问题反馈做了相关要求。为了绩效管理体系能够顺利应用实 施，从风险预测、解决措施、企业文化等方面提出了具体的保障措施。本文的研究一定 程度上解决了 SY 集团目前存在的管理效率和水平与发展速度不匹配、企业缺乏长效战 略指导等问题，初步判断这次绩效管理体系构建是符合 SY 集团战略转型要求的。 SY 集团绩效管理体系的构建是一项比较复杂的系统工程，本研究在人力资源管理 中的探索和创新将可能会在一定程度上丰富同类企业的绩效管理研究成果，对正在探索 如何提升管理效率的以及尚未真正进入企业角色的同类企业提供了参考和借鉴案例，不 仅有助于本企业的稳定持续发展，也将对国内同类型改制企业产生积极影响。 关键词，SY 集团，战略转型，绩效管理，平衡计分卡西北大学硕士学位论文 II Abstract With the continuous deepening of the national contextualization system reform and the influence of internal and external factors, the efficiency and level of the management of state-owned cultural performing arts enterprises can not meet the development needs, which requires enterprises to continuously innovate management methods, improve performance, formulate strategies and gather talents. To achieve an organic unity of social and economic benefits. Therefore, this paper takes the management problem under the background of SY Group's strategic transformation as an example, combines its industry characteristics, introduces the balanced scorecard theory, and studies the construction of SY Group's performance management system. This paper intends to summarize and summarize the problems existing in the management of SY Group by expounding the concepts and theories such as performance, performance management, and balanced scorecards, and fully utilizing the basic theories such as performance management and balanced scorecards and the related disciplines. The scorecard tool is designed to implement the performance management system, transforming the corporate strategy into specific and easily quantifiable indicators, and constructing a balanced scorecard strategic management system from the four directions of finance, customers, internal business processes and learning and growth, with a view to improving this. The system achieves an assessment of the work of the various departments, subsidiaries and all employees of the group.Relevant requirements have been made for the classification application and problem feedback of assessment results. In order to smoothly implement the performance management system, specific safeguard measures have been proposed from the aspects of organizational personnel composition, system construction, and incentives. The research of this paper solves the problems that the current social and economic benefits of SY Group cannot be unified, the production efficiency and management level of the enterprise need to be improved, and it is preliminarily judged that the performance management system is in line with the strategic transformation requirements of SY Group. The construction of SY Group's performance management system is a relatively complex system engineering. The exploration and innovation of this research in human resource management will probably enrich the performance management research results of similarAbstract III enterprises to a certain extent, and explore how to improve management efficiency. The similar enterprises that have not yet entered the corporate role have provided reference and reference cases, which not only contribute to the stable and sustainable development of the enterprise, but also have a positive impact on the same type of domestic restructuring enterprises. Keywords: SY Group, strategic transformation, performance management, balanced scorecard西北大学硕士学位论文 IV 目 录 摘要.........................................................................................................................................I Abstract.....................................................................................................................................II 目 录......................................................................................................................................IV 第一章 导论.............................................................................................................................. 1 1.1 研究背景....................................................................................................................... 1 1.2 研究目的与意义........................................................................................................... 2 1.2.1 研究目的............................................................................................................. 2 1.2.2 研究意义............................................................................................................. 2 1.3 研究思路及方法........................................................................................................... 3 1.3.1 研究思路............................................................................................................. 3 1.3.2 研究方法............................................................................................................. 4 1.4 研究内容及研究框架................................................................................................... 5 1.4.1 研究内容............................................................................................................ 5 1.4.2 研究框架............................................................................................................ 5 第二章 相关理论综述............................................................................................................ 7 2.1 绩效管理理论............................................................................................................... 7 2.1.1 绩效管理产生的背景........................................................................................ 7 2.1.2 绩效管理的定义................................................................................................. 8 2.2 绩效管理的研究现状....