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作者签名： 签字日期： 20 年 月 日II
DEED OF DECLARATION
I,liaomin, hereby submit my MBA dissertation for oral defense,entitled Research on
the Improvement of a Certain Landscape Enterprise Performance Management
System and truthfully declare that the above-titled case analysis is a product of my
original research investigation.
I further declare that,should the school eventually discover that a substantial portion
of my dissertation is lifted, into to ,from original sources,using exactly the words of
the author in more than 20% of the whole content ,I reserve the right to Guangdong
University of Foreign studies to recall my MBA Diploma and cancel the degree
granted to me.
Signed this day of May 24 ,2016 at Guangdong University of Foreign
Studies, Guangzhou,China.
MBA CandidateIII
Acknowledgement
In a flash, my study in the Guangdong University of Foreign Studies is coming to the
end. However, I fairly miss the period when I studied together with my teachers and
classmates, because here we have left our sweet voices and beautiful smiles. I extend
my thanks to every teacher in MBA Center of the University. It is your arduous work
and diligent teaching that help me to grow. The final smooth completion of the thesis
is inseparable from the careful guidance of Professor Qiu Weinian. I thanks the
University for supplying the opportunity for my study, thanks for the selfless teaching
of the teachers, and thanks for the accompany of my classmates all the way. Thanks
for that you are in my life.IV
Research on the Improvement of a Certain Landscape Enterprise
Performance Management System
ABSTRACT
The concept of Healthy City formed in the 1980s on the basis of “New Public Health
Campaign”, “Ottawa Charter” and the strategic thinking of “Everyone Enjoying
Health”. It is also the action strategy advocated by World Health Organization (WHO)
for facing the challenges of the 21
st
century urbanization to human health. In the
shadow of high-rise buildings, people have bid farewell to the sun for a long time; on
the hustle and bustle street, people no longer feel the peace of the countryside;
surrounded by concrete jungle, people have not felt the warmness and sweetness of
cottage, which above means a kind of sorrow to people in modern city and a sort of
regret to the urban life or not Here we will set out and go into a world filled with
oxygen and sunlight-Healthy City. Forging a Healthy City is inseparable not only
from the policy support at the national level, but also from numerous landscaping
“boosters” - landscape enterprises, which play a pivotal role in the process of realizing
a healthy city. The development of an enterprise is closely related to its own
performance management system, which will be used as a starting point to fully
analyze the current situation of landscape enterprise performance management system
and its improvement measures.
The development process of a certain landscape enterprise shows that only
continuously improving the performance system can bring benefits to the enterprise,
and make an invincible position in a competitive market environment. Performance
management is a means to help the employee to complete work. Through performance
management, employees can know the expectations of superiors to their work. An
effective performance management can bring great benefits to the daily management
of the enterprise. Performance management provides a tool for enterprise management,
and rational use of it can bring a benefit to the enterprise. As a management tool,
performance management is not just to provide standards for the reward and
punishment, but more important to provide enterprises with a power source ofV
promoting work progress and enhancing work performance. Through a review of
performance management theory, this thesis puts forward research thoughts and
methods. It systematically analyzes the status of landscape enterprise performance
management system, proposes problems in the enterprise performance management
system, identifies their causes, puts forward measures of improving the enterprise
performance management structure by combining the internal and external
environments, redesigns the evaluation program, at last concludes with
recommendations for the implementation of design solution. Through the analysis of
the current status of a certain landscape enterprise’s performance management
indicator system, this thesis finds its problems and shortcomings. By combining with
the current status of development of the enterprise and the long-term development
strategy, and introduction of BSC method, the thesis establishes a new performance
management indicator system for enterprise development and makes analysis on it, to
realize its improvement, so as to promote the accomplishment of enterprise
development strategy. Based on the enterprise’s current strategic objectives, combined
with its existing performance management model, through in-depth study of the
current theories related to the BSC method, and integration of qualitative and
quantitative methods, an improved performance management system has been
established and employed, achieving the purpose of giving consideration to both
economic benefit of enterprise and its own healthy and sustainable development, so as
to better achieve enterprise strategic objectives.
KEYWORDS: Landscape Enterprise; Performance Management System; Design
Solution; Performance Management Indicator SystemVI
摘 要
健康城市这一概念形成于 20 世纪 80 年代，是在“新公共卫生运动”、《渥
太华宪章》和“人人享有健康”战略思想的基础上产生的，也是作为世界卫生组
织 (WHO) 为面对 21 世纪城市化给人类健康带来的挑战而倡导的行动战略。在
高楼大厦的阴影里，人们长久地告别了阳光；在喧闹拥挤的马路上，人们再也
感受不到乡间的宁静；在水泥森林的包围中，人们久违了茅屋草舍的温馨这是
不是现代都市人的悲哀这是不是城市生活的遗憾我们将从这里起航，一起走
进一个充满氧气与阳光的世界--健康城市。健康城市的打造离不开国家层面的
政策支持，更离不开的是无数的美化环境的“助推器”—园林企业。园林企业
在实现健康城市的进程了起到了举足轻重的作用，企业的发展与其自身的绩效
管理体系密切相关。本文将以园林企业的绩效管理体系作为切入点，充分分析
目前园林企业在绩效管理体系领域的现状，及其优化措施
某园林企业的发展历程表明，只有对绩效体系不断进行优化才能给企业带
来好处，才能使公司在充满竞争的市场环境下立于不败之地。绩效管理是帮助
员工顺利完成工作的手段。员工可以通过绩效管理知道上级对自己的工作期
望。有效的绩效管理能为企业的日常管理带来很大的好处。绩效管理为企业管
理提供了一种工具，合理的运用绩效管理方法能给企业带来收益。绩效管理作
为一种管理工具，不仅仅只是提供一个奖励和惩罚的标准，更重要的是绩效管
理能给企业提供一个促进工作改进和提高工作业绩的动力源。本论文经过对绩
效管理理论综述，提出了本文的研究思路与研究方法，系统地分析了某园林企
业绩效管理体系的现状，提出了存在于公司绩效管理体系中的问题，并找出问
题形成的原因，结合公司内外部经营环境，对公司绩效管理的结构提出优化措
施，对评价方案进行重新设计，最后对设计方案的实施提出建议。本文通过分
析某园林公司当前绩效管理指标体系现状，从而发现其绩效管理指标体系中存
在的问题和不足，结合公司当前发展现状以及中长期发展战略，引入平衡计分
卡方法，构建适合企业发展的新绩效管理指标体系，并对其进行分析评价，从
而实现绩效管理指标体系的优化，促进企业发展战略的实现。基于某园林公司
当前战略目标，结合公司现有绩效管理模式，通过深入研究当前平衡计分卡相
关理论方法，定性与定量相结合，为公司建立起了一套更为优化的绩效管理指
标体系并加以应用，达到了企业经济效益与自身健康可持续发展相兼顾的目
的，从而可以更好的实现企业的战略目标
关键词：园林企业；绩效管理体系；设计方案；绩效管理指标体系VII
Contents
1 Introduction. XV
1.1 Background and Significance ...1
1.1.1 Background .........1
1.1.2 Significance.........1
1.2Literature review2
1.2.1 Implication of Performance ........2
1.2.2 Definition of Performance Management 4
1.2.3 Basic Theory of Performance Management Indicator System ...5
1.2.4 Definition of BSC ...........5
1.3 Main Content of the Study ......12
1.4 Research Thoughts and Methods ........13
1.4.1 Research Thoughts........13
1.4.2 Research Methods.........13
1.5 Innovation .......14
2 The Status, Problems and Relevant Analysis of a Certain Landscape Enterprise’s
Performance Management System ......15
2.1 Profile of a Certain Landscape Enterprise ......15
2.1.1 The Enterprise History ..15
2.1.2 The Enterprise’s Human Resources ......17
2.2 The Status of the Enterprise Performance Management System and Employee
Satisfaction Survey ...........18
2.2.1 Content Composition of Enterprise Performance
Management System..18
2.2.2 Satisfaction Survey of the Existing Performance
Management System..23
2.3 Analysis on the Problems and Relevant Reasons of the Enterprise’s
Performance Management System ...........27
2.3.1 A Certain Landscape Enterprise main Problems of the Enterprise’s
Existing Performance Management System ..27
2.3.2 Analysis on the Reasons of Problems in Performance Management
System30
2.4 Analysis Targeted to the Enterprise’s Performance Management Indicator
System with Less Scientificity......34VIII
2.4.1 Incomplete Performance Management Indicator System .........34
3 Improvement of a Landscape Enterprise’s Performance Management System........38
3.1 Thoughts and Principles of Improving Performance Management System ...38
3.1.1 Thoughts of Improving Performance Management System .....38
3.1.2 Principles of Improving Performance Management System ....38
3.2 Program Design of the Enterprise’s Performance Management.........39
3.2.1 Main Objectives of Performance Evaluation....40
3.2.2 Operational Design for the Evaluation .40
3.3 Planning the Enterprise’s Performance Management Process43
3.3.1 Performance Planning and Coaching....43
3.3.2 Performance Evaluation and Feedback.45
3.3.3 Application of the Results of Performance Evaluation.47
3.4 Establishment of the Indicator System by Introduction of BSC.........48
3.4.1 Implementation Processes of Introducing BSC 49
3.4.2 The enterprise strategy map drawing...49
3.4.3 Determination of Performance Management Indicator System and
Wights of Indicators...50
3.4.4 Assessment and Conclusions ....51
3.5 Aiming at the specific problems,combined with the four dimensions of
balanced scorecard to solve......52
3.5.1 How to solve the problem of fairness..53
3.5.2 The Landscape enterprise how to encourage for the differences of
employees need..........54
3.5.3The landscape enterprise did not establish normal feedback mechanism,
are assessed and assessed and no feedback communication, appraisal result can not be
fully applied, how to solve.....58
3.5.4 The landscape enterprise assessment of people at all levels to be
evaluation objects and contents of different understanding and evaluation
standard.Indicators has no specific, quantitative index fuzzy expression and other
issues, how to solve....61
4 Implementation Measures for Improving Enterprise Performance Management
System..65
4.1 To Perfect Performance Management Agency65
4.2 To Improve the Performance Communication67
4.2.1 To Strengthen the Awareness of Performance Communication67
4.2.2 To Establish an Impeccable Performance Communication System......67IX
4.2.3 To Strengthen the Mobilization and Training for Implementing the
Performance Management System ....68
4.3 To Reasonably Establish an Effective Employee-Incentive System...69
4.4 To Strengthen the Enterprise’s Performance-oriented Cultural Construction.71
Conclusion ....... 73
Reference ......... 75
APPENDIX...... 77 X
目录
1 绪 论...... XV
1.1 研究背景与意义...........1
1.1.1 研究背景.1
1.1.2 研究意义.1
1.2 文献综述...........2
1.2.1 绩效理论.2
1.2.2 绩效管理理论.....4
1.2.3 绩效管理指标体系的基本理论.5
1.2.4 平衡计分卡的定义.........5
1.3 研究内容.........12
1.4 研究思路与方法.........13
1.5 创新性.14
2 某园林企业绩效管理体系现状、问题及分析......15
2.1 某园林企业简介.........15
2.1.1 企业历史沿革...15
2.1.2 企业人力资源概况.......17
2.2 公司绩效管理体系现状和员工满意度调查.18
2.2.1 公司绩效管理体系内容构成...18
2.2.2 现有绩效管理体系满意度调查...........23
2.3 公司绩效管理体系存在的问题及原因分析.27
2.3.1 该园林公司现有的绩效管理体系存在的主要问题...27
2.3.2 绩效管理体系问题的原因分析...........30
2.4 重点就企业缺乏科学的绩效管理指标体系进行分析.........34
2.4.1 绩效管理指标体系不健全.......34
3 某园林企业绩效管理体系优化......38
3.1 绩效管理体系优化的思路与原则.....38
3.1.1 绩效管理体系优化的思路.......38
3.1.2 绩效管理体系优化的原则.......38
3.2 公司绩效管理方案设计.........39
3.2.1 绩效考核的主要目标...40
3.2.2 考核操作设计...40XI
3.3 公司绩效管理过程的计划.....43
3.3.1 绩效计划与绩效辅导...43
3.3.2 绩效评估与绩效反馈...45
3.3.3 绩效考核结果的应用...47
3.4 引入平衡计分卡后指标体系的构建.48
3.4.1 引入平衡计分卡实施流程.......49
3.4.2 企业战略地图的绘制...49
3.4.3 绩效管理指标体系及指标权重的确定...........50
3.4.4 评估及结论.......50
3.5 针对企业存在的具体问题，结合平衡记分卡四个维度提出解决方案...52
3.5.1 怎样解决公平性的问题...........53
3.5.2 该园林企业由员工需要的差异性来制定激励政策...54
3.5.3 该园林企业正常的反馈机制没有建立，被考核者与考核者并没有进
行反馈沟通，考核结果不能得到充分应用..58
3.5.4 各级考核人对被考核对象及内容的认识与评价标准不一，指标量化
不具体，指标表述模糊等......61
4 公司绩效管理体系优化实施对策.......... 65
4.1 完善绩效管理机构....65
4.2 优化绩效沟通50
4.2.1 强化绩效沟通理念........67
4.2.2 建立完善的绩效沟通制度.......67
4.2.3 加强对绩效管理体系实施的动员和培训.......68
4.3 合理构建有效的员工激励机制........69
4.4 加强以绩效为导向的企业文化建设……....71
结束语..73
参考文献..........75
附录......77XII
LIST OF TABLES
Table2-1Summary table of satisfaction scores about the performance evaluation…..24
Table 3-1 Weights of work capability, attitude and performance for employees.........41
Table 3-2 Weights of assessors for the employees in different posts...41
Table 3-3 Standards for evaluation levels annually .....42
Table 3-4 List of BSC-based Indicator Weights for the Landscape Enterprise ...........50
Table 3-5 A landscape enterprise project annual (quarterly) assessment of rewards and
punishment regulations.63
Table 3-6 a certain landscape enterprise project annual (quarterly) assessment of
personal rewards and punishment rules64XIII
表目录
表 2-1 绩效考核满意度得分汇总表..24
表 3-1 员工工作能力、工作态度和工作绩效的权重..........41
表 3-2 不同岗位员工的考评权重......41
表 3-3 年度考核等级评定标准..........42
表 3-4 某园林公司平衡计分卡指标权重表..50
表 3-5 某园林企业项目年度（季度）考核奖惩细则….......63
表 3-6 某园林企业项目年度（季度）考核个人奖惩细则…...........64XIV
LIST OF FIGURES
Figure 1-1 Strategic framework in terms of BSC ..........7
Figure 1-2 Relations chart of four aspects of BSC method .......8
Figure 1-3 Technical route chart of research ...13
Figure 2-1 The enterprise’s organizational framework19
Figure 2-2 Distribution situation of employees’ satisfaction degree about the
enterprise’s performance management 23
Figure 2-3 Distribution diagram of employees’ satisfaction degree concerning
performance evaluation indicators.......25
Figure 2-4 Distribution diagram of employees’ satisfaction degree concerning
performance evaluation methods .........25
Figure 2-5 Distribution diagram of employees’ satisfaction degree concerning
performance evaluation system26
Figure 2-6 Distribution diagram of employees’ satisfaction degree concerning
enforcement strength of performance evaluation ........27
Figure 3-1 The strategic map for the landscape enterprise ......49XV
图目录
图 1-1 以平衡计分法作为行动的战略框架...7
图 1-2 平衡计分法四个层次关系图....8
图 1-3 研究的技术线路图......13
图 2-1 该企业的组织结构......19
图 2-2 员工对公司绩效管理的整体满意度分布图..23
图 2-3 员工对考核指标满意度分布图..........23
图 2-4 员工对绩效考核方法满意度分布图..25
图 2-5 员工对绩效考核体系满意度分布图..26
图 2-6 员工绩效考核执行力度的满意度分布图......27
图 3-1 某园林公司战略地图..491
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