A Research On The Use Of Balanced Scorecard In T Company’s Performance Management System

T company is a domestic first-class network equipment production manufacturer, which was founded in1999, has been committed to the development of network industn in China and has gradually become household brand. But T company in the industry do not occupy a considerable market share, coupled with the background of economic globalization and with the network vendors expanding overseas markets, also the increasing market competition and diversification of the economy continues to accelerate the pace in this competition exacerbate situation. The survival of T company began to face serious challenges, if in three years that T company can not reach the established goals, maybe T company can not exist anymore, but the T’s existing capacity is insufficient to support the achievement of this goal. So in order to strengthen the ability of T’s own strategic management, solidarity and cooperation, market competitiveness a scientific and efficient, reasonable strategy formulation and implementation tools is particularly important. The emergence of the Balanced Scorecard provides a strategic transformation project management model for the job. Balanced Scorecard is a decomposition strategy, assessment strategy and focus on strategic synergy. Starting from the company’s overall strategy, focusing on organizational operations and performance assessment, the role and significance of the Balanced Scorecard is also reflected in there.This paper is divided into the following aspects:the first chapter is the introduction, mainly introduces the background significance, and the research methods and technique.The second chapter mainly states the related theories of performance management, strategic management tool-balanced scorecard. The next chapter mainly introduces the research and the management situation analysis of T company. The forth chapter, we study on the implementation of the Balanced Scorecard project in T company; and design the company level balanced scorecard, including strategic analysis, the formation of strategic map. design of Balanced Scorecard, goal setting, action strategies setting, and decomposition of the Balanced Scorecard and so on. At the same time, we decompose the strategy target by taking human resources department as example. In order to achieve the goal. We use methods of Individual performance commitment to unify organizational performance and individual performance. The last chapter summarizes the related problems of the Balanced Scorecard in practice.Based on the summary of the Balanced Scorecard and research on the practice of T, the innovation of this paper lies in:we summarize and analysis the Balanced Scorecard’s application; make the overall research on project implementation of the Balanced Scorecard from design to application by T company; summarize the basic steps of using balanced scorecard; combine closely individual commitment and balanced scorecard, form a complete end-to-end PBC circulation chain, to avoid the abuse of Balanced Scorecard, which is enforcement difficult and not apply to individual. In summary, I hope this paper will provide our enterprise the reference value of performance management.