【作者】 张帅；

【导师】 张鸿萍；

【作者基本信息】 山东大学 ， 工商管理（MBA）（专业学位）， 2025， 硕士

【摘要】 随着全球制造业智能化发展的推进,家居制造企业的生产方式也在进行更进一步的数字化革新,TS公司是专注家居行业智能仓储领域的高新技术企业,研发中心作为企业差异化竞争的核心部门,在运营当中出现战略与执行脱节的现象,并且也缺少标准化的绩效考核指标,不能有效的发挥研究中心人员的主观能动性,阻碍了企业整体发展。因此,如何通过改善研发中心绩效管理的方式使研发中心战略得以精准落地,激发研发中心人员活力,提高研发中心核心竞争力成为公司亟待解决的问题。为了突破传统的研发导向型绩效管理体系中存在战略和目标脱离、过程控制缺失、执行流于形式、激励机制弱化等弊端,本文在平衡计分卡与动态管理理论融合的基础上设计了具有企业特色的战略导向式研发绩效管理体系,对同类企业进行绩效管理优化路径提供了借鉴。研究采用混合研究方法,应用问卷调查、深度访谈手段从当前现状入手发现矛盾,应用层次分析法科学设置指标权重,依托平衡计分卡打造“战略—年度—月度”的三级联动绩效管理模式,构建“承接—剔除—替代—补充”的月度指标转化机制与红绿灯预警模型完成战略执行监控,设计了差别化的激励模式将绩效积分与薪酬晋升及培训资源进行捆绑;预实施结果表明,优化方案显著提升了部门利润率、客户满意度等关键指标,验证了其有效性。研究表明,“战略—年度—月度”的三级联动绩效管理模式能有效解决平衡计分卡的战略特性与短期管理需求之间的结构性矛盾;本文提出的“承接-剔除-替代-补充”四步骤月度指标转化方法,结合五维指标评分体系筛选出的关键驱动指标,具有较强的时效性与可操作性;科学权重分配和差异化激励机制能显著提升了员工参与度与公平感,有利于推动组织绩效与个人发展。本研究丰富了绩效管理在智能制造背景下的应用模式,有效的解决了 TS公司绩效管理所面临的实际问题,对同行业公司具有—定的借鉴意义.更多还原

【Abstract】 With the advancement of global manufacturing intelligence,the production methods of home manufacturing enterprises are also undergoing further digital innovation.TS Company is a high-tech enterprise specializing in the field of intelligent warehousing in the home industry.As the core department of differentiated competition in the enterprise,the R&D center has experienced a disconnect between strategy and execution in operation,and lacks standardized performance evaluation indicators,which cannot effectively exert the subjective initiative of research center personnel and hinder the overall development of the enterprise.Therefore,how to improve the performance management of the R&D center to accurately implement the R&D center strategy,stimulate the vitality of R&D center personnel,and enhance the core competitiveness of the R&D center has become an urgent problem for the company to solve.In order to overcome the drawbacks of the traditional R&D oriented performance management system,such as detachment from strategy and goals,lack of process control,formalism in execution,and weakened incentive mechanisms,this article designs a strategic oriented R&D performance management system with enterprise characteristics based on the integration of balanced scorecard and dynamic management theory,providing a reference for optimizing performance management paths for similar enterprises.The study adopts a mixed research method,using questionnaire surveys and in-depth interviews to identify contradictions from the current situation.The Analytic Hierarchy Process is applied to scientifically set indicator weights,and a three-level linkage performance management model of "strategy year month" is created based on the Balanced Scorecard.A monthly indicator conversion mechanism of "undertaking elimination substitution supplement" and a traffic light warning model are constructed to complete strategic execution monitoring.A differentiated incentive model is designed to bundle performance points with salary promotion and training resources;The pre implementation results showed that the optimization plan significantly improved key indicators such as departmental profit margin and customer satisfaction,verifying its effectiveness.Research has shown that the three-level linkage performance management model of"strategy year month" can effectively solve the structural contradiction between the strategic characteristics of the balanced scorecard and short-term management needs;The four step monthly indicator conversion method proposed in this article,which includes "acceptance exclusion substitution supplementation",combined with the key driving indicators selected by the five dimensional indicator scoring system,has strong timeliness and operability;Scientific weight allocation and differentiated incentive mechanisms can significantly enhance employee participation and fairness,which is conducive to promoting organizational performance and personal development.This study enriches the application mode of performance management in the context of intelligent manufacturing,effectively solves the practical problems faced by TS Company’s performance management,and has certain reference significance for companies in the same industry.更多还原