Construction T Group's Consolidated Performance Evaluation System

For a long time, the performance evaluation based on financial indicators occupy a dominant position in the system of performance evaluation of T group, but with the constant changes of the social economic activities and the requirements of sustainable development of enterprise, financial indicators can’t provide comprehensive and accurate performance evaluation of enterprises, departments and staff, it’s easy to cause the deviation of enterprise strategy implementation and daily management, the drawbacks of the original performance evaluation system has gradually become a limiting factor for sustainable development of enterprise.Therefore, in order to meet the strategy of the sustainable development of the enterprise, in order to improve the scientificity and accuracy of performance evaluation, to build a new comprehensive performance evaluation system, we must draw into non-financial indicators in performance evaluation system, at the same time, must evaluate tangible assets and intangible assets of enterprise. This thesis attempts to make use of the strategy map and balanced scorecard theory, combines with the actual situation of T group company to set up a comprehensive performance evaluation system of enterprise.The research content of this thesis is how to set up a comprehensive performance evaluation system of enterprise, it mainly includes the following contents:First, describes the basic theory and viewpoint of the performance evaluation system, introduces the theory of enterprise strategy, strategy map and balanced score card; Second, introduces the general situation of T group, the structure of organization, management system and present performance evaluation system, and the plan of improvement of performance evaluation system; Third, analyses internal and external environment of T group according to Potter’s five forces model, gets the strategy of T group through the SWOT matrix analysis, and introduces the present situation of the implementation of strategy and the solutions of improvement; Fourth, describes how to set up a multi-level (company—department--staff) comprehensive performance evaluation system based on the theory of strategy map and balanced score card, describes how to draw the strategic map of company and department, describes how to design the key performance indicators and how to set the weight and the standard of evaluation. Fifth, describes the implementation of performance evaluation system, describes how to combine the incentive mechanism and how to improve the performance evaluation system.