HS公司战略导向绩效管理体系的建构

华中科技大学硕士学位论文HS公司战略导向绩效管理体系的构建姓名：梅雪菲申请学位级别：硕士专业：工商管理指导教师：廖建桥2010-10-29IHXHSHSHSHSHSHSHSHSKPIEVAKPIEVAIIAbstractInordertocopewiththeglobalizationofeconomy,andstrengtheningofChina’snationalcompetences,theStatehasemployedscientificinnovationasakeyfactorofthedevelopment.Astopromptapplicationsofscientificresults,theStatehasfurthersetforththepolicytoencourageregroupingofstate-ownedresearchinstitutes.Insuchcircumstances,HXResearchInstitutebecameHSCompanythroughaone-steppedregrouping.Theaccomplishmentofregroupingsignifiedthatthestrategicobjectivesofthecompanyshouldberemolded,andastoimplementthestrategies,thecompanyneededasetofeffectiveandefficientstrategicperformancemanagementrules.Beingaffectedbythemanagementmoduleofstate-ownedinstitutions,thecompanyconsideredsuchmissionagreatchallenge,especiallyinthesituationthatseveralproblemsneededtobesolvedaftertheregrouping.Thathowtoestablishtheperformancemanagementsystem,whattheproblemsandfactorsweshouldtakeintoconsiderationintheprocessofestablishmentare,andwhatmeasuresweshouldtake,becameproblemsrequirednotonlysolutionsfromthecompany,butalsothoroughplanningandpreparationsforthosestate-ownedresearchinstituteswhosettheroadmapofregrouping.Inthisthesis,theauthorconductsastudyonthestrategicperformancemanagementsysteminHSCompanyfromthreedimensions,i.e.,designofthesystem,implementationofthesystemandfurtherimprovementplans.Firstly,thethesisconcludesthatexistingproblemsintheperformancemanagementofthecompany,andthecompany’smanagementasawhole,arewrongobjectivespoorstrategicorientationofperformancemanagement,confusinglyrelatedperformancemanagementandappraisaltools,dissatisfactoryperformancemanagement,over-frequentmeasurement,unjustifiedforced-choicerankingamongpeers,narrowrangeandpoorfunctionofincentivesaswellastheeagernesstoimplementsuchsystem.Secondly,combiningthemanagementstatusandstrategicobjectivesofthecompany,thethesisdescribesahierarchical,dynamicandmultiple-dimensionedstrategicperformancemanagementsystem,whichisbasedonthestrategicobjectivesofthecompany.SuchsystemappearsasaKPI-basedperformanceappraisalform,whichappliestheBalancedScorecardtoIIIsplitstrategicobjectives,andappliessequentiallyorsimultaneouslyMBO,BenchmarkingandEVAtodetermineperformanceobjectives,indicatorsandstandards,formingaclosedloopcontainingperformanceplanning,control,appraisalandfeedback.Afterward,thethesisdiscussestheimplementationofsuchsystembyclarifyingmeasurestakeninthecoursesoftraining,effectivecommunication,andcorporatecultureshaping.Finally,thethesispointsoutsomemeasurestobetakeninthefutureforfurtherimprovementofthesystem.Keywords:PerformanceManagementSystem,theBalancedScorecard,KPI,MBO,Benchmarking,EVA20101029…“”201010292010102911208011“”“”“”“”HSHXHSMBAHSHS21.11.1.1HS1.1.2HS——HSHSHSHS3HSHS1“”“”2345BA6HSHS4HS1.220802090Campbell1993Borman&Motowidlo1993“——”1996vanScotter1999Conway··19921994ThorC.GFOMFamilyofMeasuresEVASpangenberg//2000234200420805208020053200520904200582005theBalancedScorecardBSCEVA2006EVABSC2006EVABSCBSC[1]BSCBSC1.31HSHS62KeyPerformanceIndicatorKPIEVA360HSHS1-11-1HSHSHSHSHS722.1[2][3]4“”2.220902020802[4]2090[5]·(MichaelPorter)[6]·SWOT8··[7][8][9]CriticalSuccessFactor“CSF”“KPI”[10]2-1“”[11]92-1[12][13][14][15]//10“”[16]2.32.3.111[17]2.3.2“”“”“”2-2“”1——2——3——122-2“”[18]HS133HS3.1HSHSHX19733112868HX“”4“”2HX8634“”“”206018410668111058731486360%80%2007HX1200811282008128HS20%80%HX1853360%7.43%HSHX“”14“”200933.2HSHXHX22774HS8003-142.95%32.41%53128600HS60.62%3-1HS153.3HS2004HX2003HXHX1.2—1.4200734200811HXHS200812200910KPI20109163.4HSHS20087201092200810-12200920101-920109HS43.4.1“”200951202010102402011187733413320102011500020101,764.5020113,235.503-13-1HS2009—2011200920102011A1656280647239186B1541261243968549C1330225337927374D1058179230175867E721122220574000F689116719643820G37764010772094173.4.2HS1—233.4.3HS18BSCMBOKPI3.4.4123.5193.5.1HS2009—20113-1“”40%20081—“”“”2009101020099400HS20102A200915.68%20091.0620081.5201020091.8201120101.5A80%20F200936.41%20091980.23200895.27%20092008F0.9%2010201180%50%20106109089.2%2180178.4%2011320097F163.42%680%170%160%130%130%261.31%3433%21F200911781722009153.23000-2846.820091.0660%40.1%3.5.2HS“‘’”“”“”“”3-13-13.5.3BSCMBOKPIBSCKPIBSCMBOMBOKPI223.5.4HS12343.5.5233.5.63.5.724910%3-4%3.5.8201092010101254HS4.1HSHSBSC4.2HSHSHSKPI26EVA4.3HSBSCKPIMBOEVA3604.3.1BSCtheBalancedScore-Card“BSC”··1992··BSCBSCBSCBSC[19][20]27[21][22]BSC199970%[23]“”[24]BSC[25]BSCBSCBSCBSC“75”BSC1000[26]BSCBSCBSCBSCBSCBSC28[27]BSCIT[28]BSCHSHSBSCBSCHSBSC4.3.2KPIKPI[29]··1992BSC[30]KPI20%80%80%20%ValerieStewart1990[31]KPIKPIKPIPI[32]KPIHSKPIKPI1HS2004KPI2925HSKPIMBOBSCEVAKPIKPIBSC4.3.3301HSEVA1ManagementbyObjectives“MBO”·PeterDrucker1954·GeorgeOdiorneReddin1971ReddinKehoe1974MBO[33]MBOMBOHSMBOMBOHS“”3120%·80%-90%3-4[34]HS[35]MBOHSMBOMBO32MBO[36]MBO[37]HSMBO“”[38]HSCSFCSF219792090HSHS33HSHSHSHS3EVAEVA1982·[39]EVA=—X[40]EVAEVAEVA[41]EVAHSHSEVAEVA344.3.4360360·1982360[42]360HS360HS360360353604.4HSHS4.4.1HSHS[43]SWOT4-1364-1HS1.2.3.4.5.6.“”7.8.HX1.2.3.4.5.6.7.8.9.10.11.1.2.3.4.“——”5.6.HX7.10%Y1.2.3.4.5.6.