Study Of Theories And Methods Of The Departmental Performance Management System

Human resource is the first resource of enterprise and has important function in the development of enterprise. Today's research fields in human resource concentrate on human resource strategy management, organization and structure design, performance management, salary management, training and so on. Performance management is one of the most important parts in human resource management. Performance management is vital to the accomplishment of corporation's object. However, the researches on performance management are mainly based on organizations and employees, and little attention is paid to department performance management. Actually, department performance management is vital in organization performance, which is the important component of organization performance and the crux between employee performance and department performance. Embodies not only the middle link derived from the disassembling of organization object, but department employees' creativity. Not only emphasize the collaboration within the department, but pay attention to the cooperation among different departments. Therefore, the thesis researches on department performance management. In the thesis, I summarize fundamental theories and common method of performance management, put forward a new method of department performance management based on BSC, design the exact form of the department BSC, give out a case to explain how to operate, and advance some resolutions on the analysis on department performance management mistaking. The thesis is composed of four chapters. Chapter 1 is performance and performance management. This is the academic thesis of the whole thesis. Many dominating theories on performance and performance management are presented and analyzed in this part. The chapter consists of three parts: the first is the concept of performance. In this thesis, I define the performance from the performance layers. The second is the definition on performance management, this part deals with 3 problems: firstly, the definition of performance management, which is explained in the article as a system to manage personnel, department and organization; differentiate from performance appraisal (performance appraisal is the important part of department management, performance management is a complete system, and the department appraisal's deficiencies in real corporation's practice results to the research on department management). Secondly, is the relation between performance management and performance appraisal. Thirdly, is relation between performance management and strategy, Performance management is the vital composition in strategic management. Chapter 2 is department performance management. This part discusses 2 problems: the first is the concept of department performance management. I define it as the department movement beneficiary to corporation object by consistent communication and feedback. The second tells the importance of department performance management from the practical and academic view. In this part, I also emphasize on the cooperation among employees and among different departments. It should be connected with the other content of the HR management to maximize the function. Chapter 3 is the process and common method of department performance management. This chapter is chapter 2' s extension and put forward the way to construct department BSC accompanied by a real case. The thesis consists of 3 parts: in the first, it discusses the course of department performance management. In the second, it deals with the common method of department performance management including MBO, 360-degree feedback, KPI and BSC. Finally, the thesis discusses the application of method of department performance management. In this part, I construct a department BSC based on six first-class indexes (finance, customer, inner operation, innovation and study, addition and subtraction).This part deals with some misunderstandings on basic conceptions of department performance, which may be weakening department performance department' s fun...