Based On The Business Process Of Enterprise Strategic Performance Management Model Research

Performance management is not only a core issue in the area of business managementissue, but also one of the human resource problems being paid attention to by enterprises.More and more scholars have begun to attach importance to the theories of strategicperformance management. And they developed tools such as Balanced Scorecard Card (BSC)and performance prism model, in which business process is more important in the role ofstrategic performance management. Strategic performance management tools such as BSChas achieved success in enterprises. However, both the traditional performance managementand existing strategic performance management have certain deficiencies. These theorieshaven’t explained in detail the mechanism that the impact of business processes in strategicperformance management, haven’t proposed the theoretical model, and haven’t discussed theimplementation steps of strategic performance management based on business process. In thiscontext, this paper presents the model of strategic performance management based onbusiness processes, will may fill the theoretical gaps to some extent.In this paper, theoretical and empirical research methods are combined to develop thetheoretical model, and the literature study and case study are employed to summarize andverify the proposed theoretical model. On the one hand, the theoretical framework such as thetheoretical foundation, model, and the path of the implementation of this model are discussedby the literature study. On the other hand, the effects of this theoretical model in the enterpriseare analyzed by case study.The model of strategic performance management based on business processes is a certaintheoretical model of innovation, which mainly emphasizes the following details such as theguiding role of corporate strategy to the business process, business process as a supporter forcorporate strategy, the monitoring function of performance management to business processes,as well as the main role in the strategic performance and the bridge role in the relationshipbetween the corporate strategy and performance management. Compared to traditionalperformance management model, the model proposed in this research highlights the coreposition of business process in the strategic performance management.This research achieves the results in the following areas:Firstly, the author discusses the relationships among corporate strategy, business processand performance management, and first proposes the intermediary role of business process inthe relationship between corporate strategy and performance management. This means that business process linked the implementation of corporate strategy and performancemanagement.Secondly, the authors propose the model of strategic performance management based onbusiness process, and earlier discusses the performance management model with combinationof corporate strategy and business process, as well as the function and implementation path ofthis model. This is not only consistent with the trend that scholars are increasingly attachingmore importance on the impact of business process in performance management, but alsomakes up the shortfall that the impact of business process is weakened in the existing modelof strategic performance management.Finally, the author elaborates on the implementation steps of the model of strategicperformance management based on business process. Furthermore, the feasibility andpracticality of the model is examined by the specific case study.Although the model of strategic performance management based on business process hasthese innovations and reaches these results, there are still some deficiencies in this study.On the one hand, although the model proposed in this research integrates the latestopinions such as strategic performance management and business process, which makes themodel will meet the interest of customers and shareholders, but the interesting of otherstakeholders has been ignored in the model. On the other hand, the case study only take asingle company as a sample to examine the adaptability of the model, which means the size ofthe sample is too small, so the adaptability of this model needs to be further verified.