Research On Performance Evaluation System Of A Small High-tech Company Based On Balanced Score Card

Since the21st century, the rapid development of science and technology hasbrought an important opportunity for the rise and development of high-tech industry.High-tech company completely breaks the growth model of the traditional company.It’s ife cycle is greatly shortened. Meanwhile, compared with the traditional company,hige-tech company has high investment and high risk. It’s human capital andtechnology capital is very large. These characteristics determine that the hige-techcompany’s performance evaluation system is different from the traditional company’s.Most of Chinese high-tech companies are small and medium-sized companies. Theyare in the life cycle of early-stage and growth. Enterprise strength is weak and smallscale of small and medium-sized high-tech enterprises relatively large high-techenterprises to increase new characteristics. They are in the initial life cycle or thegrowth life cycle. Compared with the large high-tech companies, the small andmedium-sized ones are weak and small. The majority of small and medium-sizedcompanies in China still exist many problems in management. Many small andmedium-sized high-tech companies set up the company’s performance evaluationsystem without considering the characteristic of themselves. They still use thetraditional evaluation systems which mainly focus on financial indicators such asvolume and sales. The traditional evaluation system is one-sided, ignoring thenon-financial evaluation and long-term development. That is not conducive to thelong-term development of the company.Company B, a biological medicine company, is a small high-tech company. Itdoes not only have the common features of small and medium-sized high-techenterprises, but also has its own particularity. At present, company B is in the growthperiod of the life cycle. It faces the facing the competitors’ challenge at home andabroad. Company B’s current performance evaluation system has a lot of problems.Employee’s satisfaction for the performance evaluation system is not high. Theperformance evaluation system does not have relationship with the company’sstrategy and it is not combined with the characteristics of small and medium-sizedhigh-tech enterprises. This is not conducive to the future development of company. Soa new scientific performance evaluation system has to be built. The balanced score card evaluate the enterprise performance respectively from the aspect of finance,customer, internal process, learning and growth. The balanced score card, a strategicmanagement tool, can combine company B’s long-term strategic goals with it’sshort-term actions and improve enterprise management capabilities. This articleinsists on the principle of analyzing the specific issues, by adopting the combinationof normative analysis method and case analysis method. According to thecharacteristics of company B, this article analyzes its current performance evaluationsystem at first and points out the existing problems and the insufficiency. Then,according to the balanced score card theory, it puts forward the necessity andfeasibility of implementing the balanced scorecard in company B. To make thestrategy more clearly, the article draws the balanced scorecard strategy map forcompany B. In the end, it builds the company and departments’ performanceevaluation index system respectively from the aspects of finance, customer, internalprocess, learning and growth. Then it constructs personal performance evaluationindex system. At last, this paper summarizes the full text, and points out theinsufficiencies of the article and further research.