Study On Performance Evaluation Of Business Units In HT Enterprise

Through a review of the HT company’s development course, dissertation describesthe company’s internal operation and external industry trends, and analyze the company’sexisting performance evaluation system, and then it found that the system exist manyinadequacies. Performance management system using the main financial indicators werenot suitable for the needs of the modern enterprise development, and therefore it need tobe improved on the current performance evaluation system, drawing on research andpractical experience of the performance evaluation of domestic and foreign enterprises, acomprehensive, reasonable,scientific performance evaluation system was built.The dissertation introduced the balanced scorecard and key performance indicatorsas the foundation of building the new assessment system. BSC consist of four levels,they are financial, customer, internal processes, learning and growth; KPI translateenterprise strategy into internal process and actions, the former consider the balance ofstrategic objectives, while the latter identify key success factors according to the strategicobjectives. Compared with BSC, KPI elements are basically independent of each other,and it does not reflect the mutual contact, so that the KPI form a mutual drivenrelationship network by combining the BSC framework, they jointly support theimplementation of corporate strategic objectives. Therefore, only the balanced scorecardand key performance indicators combined perfectly could achieve performancemanagement utility maximization. On this basis, the dissertation constructed aperformance evaluation index system of the HT Company’s operating department,including19evaluating indicator. The system combines the advantages of the BSC andKPI, through the use of the key financial indicators and non-financial indicators,reflecting short-term benefits and long-term interests, strategic and tactical bothadvantages. But in view of the evaluation system is a new product; it also needs to beconstantly summed up and improved in the future of the company’s managementpractices to play a better role in the performance evaluation.According to the findings of the dissertation, HT company should actively adjustand improve incentive programs, designed a salary system with high flexibility andlong-term goal, and through scientific and technological innovation Incentives, createlearning organization, strengthen corporate culture development and career double-tracksystem to improve scientific and technical personnel incentive programs, in order toachieve the purpose of motivating employees and improving the operating department performance level.