| All companies in the world are facing increasingly fierce market competition along with the rapid development of economic globalization. Due to current situation, the strategy in a company is becoming more and more important, only those enterprises which have clear strategy and firm executions can make successful. How can a company executing strategy effectively have became a big problem. They reach a common understanding. As the essential part of an important enterprise management and human resource management tool, performance evaluation is significant. They spend a lot of human and finance resources on it. The enterprises want to establish a scientific and perfect performance management system which can translate the abstract strategy into specific action to ensure the corporate strategy be carried out effectively.In 1992, professor Robert·S·Kaplan in Harvard Business School, who concluded a number of large enterprise performance evaluation system on the basis of successful experiences, through concentrated study, proposed a new performance management-Balanced Scorecard. It is an effective tool of strategy management that can help an enterprise establish an overall and balanced system of performance evaluation with strategies and finally obtain long-term competitive advantages.In this thesis, the case of company F is based on the basic theory of performance management and balanced scorecard. It places a focused study on the establishment of the system of performance index and the foundation of balanced development around the financial, customer, internal processes and learning and development, the four aspects of a company in the process of establishing the system of performance evaluation by balance scorecard.This thesis is composed of six parts, and the main structure is as below:The first part introduces the background for the choice of topic, the significance of balanced scorecard, the structure of this thesis, research methods and the innovations. This part analysis how to use balanced scorecard to enhance enterprise performance management to ensure the strategy in the perspective of performance management. The research adopts the method of comparative analysis, the chart method and case analysis;The second part is the theoretical basis for this thesis, it mainly introduces the relevant knowledge of performance management, as well as four methods, namely KPI(key performance indicator),360-degree performance feedback, MBO(management by objective) and balanced scorecard;The third part is mainly introduce about status and problems of performance evaluation in company F. The main problem in performance management is incloud of incomplete understanding of performance management,separate of corporate strategy and lack of communication.However,company F has the following advantages:clear strategic objectives,the higher management level,modern enterprise system,the effective budget management system and the comprehensive informational syetem;The fourth part is the system of balanced scorecard and performance management, it introduces the building principles and process design of balanced scorecard, and how to use balanced scorecard successful.The Balanced Scorecard requires a range of conditions.Such as advanced IT system, the leadership and the staff pay more attention and so on;The fifth part directly explains the formation and application of balanced scorecard in enterprises by the case of company F, combines theory with practice, and sums up the achievement in applying the balanced scorecard and its enlightenment. The purpose is to show the key factors are senior managers'support and informational syetem;The sixth part is conclusion and a short summary of this thesis. If you want to make the successful implementation of the Balanced Scorecard in the enterprise, you must have the support and participation from senior leadership. You should also refer to the actual situation, use existing management tools with the Balanced Scorecard togother.Then you can achieve better results. |
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