【作者】 王刚；

【导师】 李洁慧；

【作者基本信息】 苏州大学 ， 工商管理（专业学位）， 2013， 硕士

【摘要】 本文以平衡计分卡、绩效管理、关键业绩指标、目标管理等为理论基础，深入调查丹阳H百货有限公司绩效管理现状，研究和分析绩效管理方面存在的问题，运用平衡计分卡和关键绩效指标的方法，提出绩效管理体系优化的措施，提升员工绩效，保障公司的执行力，有效实施企业战略，从而提升公司整体竞争能力。首先，本文从零售百货业发展及绩效管理研究的背景入手，认真梳理了这些方面的绩效管理相关理论，提出本文研究思路。其次，对丹阳H百货有限公司的人力资源及绩效管理现状进行分析，在诸多问题中找出较为集中的方面，主要是原先绩效管理中存在的战略对接、指标体系、绩效管理与绩效考核混淆、绩效结果应用、员工参与度等方面的问题。通过对问题的解读与分析，确定绩效管理体系的优化思路。以平衡计分卡和KPI的方法建立层级化的绩效指标体系，并通过层次分析法等科学量化手段，确定权重大小，根据职能和层级的不同确定考核的周期、考核方法的选择，从而形成比较完善的绩效考核指标体系。然后，按照PDCA的循环办法，对绩效管理的各个阶段进行了设计，同以往的绩效管理仅就是绩效考核阶段区隔开来，形成一个完整的绩效管理体系。同时建立以总经理为首的绩效管理委员会，制订相应的制度，营造绩效管理氛围，加强绩效管理队伍的管理和激励，为绩效管理设定组织保障体系。最后部分是结论，绩效管理体系不是一劳永逸的体系，它是在运行过程中不断完善的，虽然笔者作了很多努力，但是仍有很多不完善的地方和管理目标没有能够达成，希望能在实践中不断检验和完善。更多还原

【Abstract】 This article deeply analyses the performance management situation of H DepartmentStore in Danyang and the problems in the aspect of performance management based on thetheories of balanced scorecard, performance management and key performance index andMBO. It also used the method of balanced scorecard and key performance index to putforward the measures to improve performance management and promote staff performanceand guarantee the executive power of the company. Thus, the company strategies can beput in effect so as to elevate the competitiveness of the companyThe article starts from investigating the retail department store development and thebackground performance management research. It seriously arranges the relevant theoriesof performance management and raises the train of thought of the research. Then the articleanalyzes analyzes present situation of human resources and performance managementin Danyang H Department Store and finds out most outstanding problems of a greatmany problems which includes strategic joints, index system, the mixture of performancemanagement and performance appraisal, the appliance of performance results and thedegree of staff participating. The improved thinking of performance management system isconfirmed by understanding and analyzing the problems.A leveled performance index system is established by balanced scorecard and KPI.And the weight is set according to the scientific quantization method of level analyzing.The cycle and measure of assessment is decided by the difference of function and levels. Inthis way a complete system of performance assessment is formed. After that, in accordanceof circulate method of PDCA, every stage of performance management is designed, whichis different with the past performance management only in the stage zone of performanceassessment and form a complete system of performance management. At the same time, aperformance management committee is established with the general manager as the head.Corresponding regulations are formulated to create an atmosphere of performance management and to reinforce management and motivation of the performance managementteam in order to set organizational system for performance management.The last part is the conclusion. The performance management system is not a systemwhich is established for good and all. It is continually improved during its operation. Thereis still a lot to be improved and a lot of management objectives not achieved though theauthor has made a great deal of efforts and hope to test and improve the system in practice.更多还原