The Improvement Of Performance Management System Of H Co. Ltd.

In the process of development and growth of small and medium-sized consulting firms, they will encounter a variety of problems. In order to deal with these problems, a performance management system, which can make the firms adapt to the situation and the need of enterprise development, is needed. It can not only measure the Management Results of Enterprises fairly, but also can be an effective tool for enterprise to implement the strategic management and to achieve strategic objectives. However, in the development process of the most of the small and medium-sized consulting firms, due to their own resources and deficiencies on cognitive the knowledge of management systems, it is difficult to establish an effective performance management system for the enterprises.In this paper, taking H Co. Ltd. as an example, on the basis of the introduction to the BSC (Balanced scorecard) and KPI (Key performance indicators), combined with the actual situation of H Ltd., to establish a performance index system of the company, department, project and positions by BSC and KPI. There is some reference value for small and medium-sized consulting firms to establish their own performance management system.Chapter One introduces the background and the purpose of the thesis, expounding the necessity of small and medium-sized consulting firms to establish performance management system.Chapter Two defines the performance, the index of performance and performance management. Then, it gives the BSC (Balanced Scorecard) theory and KPI (key performance indicators) an overview, illustrating the role of both theories in corporate strategic management and performance evaluation. At the same time, the paper points out their advantages and disadvantages. Next, it introduces the factors that influence team performance. Finally, it deduces the process of how to implement the BSC and KPI.Chapter Three introduces the basic information of H Ltd., combined with the factors of team performance influence, gives the specific cases description of H Ltd. Respectively, it introduces the company’s overall situation, recent developments, the company service processes, the existing performance appraisal system, and points out the main problems of H Ltd..Chapter Four is the discussion section of how to develop a performance management system. First, through the theories of performance management in Chapter Two, the author deduces H Ltd.’s performance management system design goals and processes. Then, the author focuses on the establishment of the Balanced Scorecard of corporate-level, and integrates the corporate-level target into project-level and departmental-level BSC, and integrates the target into individual performance management solution by KPI theory. Next, by advocating H Co. Ltd.’s corporate culture, the realization of the strategic objectives for the company to provide soft support. Finally, by establishing H Ltd.’s performance management system for the company’s strategic goal to provide strong protection system-level.Chapter Five is the conclusions and outlook of the paper, indicating thesis research conclusions, and deficiencies.