平衡计分卡下鑫隆汽贸绩效管理应用的调查.docVIP

平衡计分卡下鑫隆汽贸绩效管理应用的调查 摘要 汽车行业的快速发展使汽车销售行业的竞争更加激烈，初期汽车经销商所存在的经营问题都被繁荣的汽车市场假象所掩盖，随着汽车市场发展速度的放缓，他们的管理问题逐渐暴露出来。为了寻求更好的发展，汽车经销商就必须寻找有效的管理工具对其现有的经营模式进行改革。 鑫隆汽车贸易集团作为商丘最大的汽车销售商，在面临激烈的竞争时率先应用平衡计分卡进行公司绩效管理改革。本文采取案例分析法和文献查阅法对鑫隆汽贸进行分析，介绍了相关理论基础，并对该公司实行平衡计分卡前的绩效管理状况进行概括与分析，发现该公司原有绩效管理存在绩效管理体系不健全、绩效考核体系设置不完善、考核权重分配不合理、考核结果运用不充分、部门之间缺乏沟通、考核只注重内部忽视外部因素等问题。阐述了平衡计分卡在该公司的实施过程与实施效果后得出研究结论，科学的运用平衡计分卡可以将宏观的公司战略转换成具体的工作方案，可以有效地规避公司战略目标与绩效管理相脱节的不足，提高公司的绩效管理水平。为了科学的实行平衡计分卡企业应该避免抄袭其他企业现有的模式，在实施的过程中应与激励制度相结合，要正确对待实施过程中的成本效益关系，并且加强企业内部之间的交流与沟通。 关键词：平衡计分卡；绩效管理；鑫隆汽车贸易集团 Abstract The rapid development of the automotive industry makes the auto sales industry more competitive, the operating problems that exist in the initial automobile dealers were covered by the illusory prosperity of the automobile market, and the automotive market were developing at a low speed, so these management problems in automobile dealer companies were exposed gradually. In order to seek the better development, automotive dealers must find effective management tools to reform their existing business model. Xinlong Automobile Trading Group as the largest automotive dealer in Shangqiu, they took the lead in applying the Balanced Scorecard to reform the corporate performance management. In this paper, the case analysis method and the literature review method are used to analyze the Xinlong Qimao. This paper first introduce the relevant theoretical basis, and then summarize and analyze the company performance management company before they decide to implement the Balanced Scorecard. Following that you can find there are many problems existed in the original company performance management system, such as The performance management system and the performance appraisal system are not perfect, the assessment weight distribution is unreasonable, the use of the examination result is not enough, the lack of communication among departments, the examination only focus on internal factors and neglect