随着我国药品体制改革的不断深入以及行业竞争的加剧，药品生产企业洗牌速度明显加快， 知识经济的到来迫使 JHZY 集团对人力资源管理提出更高的要求，对管理者提出更高的要求。管 理者必须找出有效措施在提高组织经营效率的同时并调动员工的工作积极性。目前许多制药企 业尚没有构建比较符合现代制药企业管理要求的绩效考核管理机制。JHZY 集团的绩效考核体制 已经难以适应集团公司快速发展的需求，绩效管理体制进行改革已经势在必行。 本文以 JHZY 集团绩效考核体制为研究对象，在对绩效管理及平衡计分卡理论进行总结的基 础上，运用问卷调查法、层次分析法等相关研究方法对 JHZY 集团绩效进行研究。报告首先介绍 国外平衡计分卡理论的发展，然后介绍国内研究平衡计分卡的现状，然后通过问卷调查法识别 JHZY 集团在绩效考核方面存在的问题；提出将平衡计分卡引入至 JHZY 集团绩效考核系统的必 要性，结合 JHZY 集团发展现状重新设计 JHZY 集团绩效考核体系，明确采用平衡计分卡后绩效 考核的思路及原则，选取适合 JHZY 集团绩效考核的各个维度及相应的指标权重，对相关权重 进行设置并加以运用。最后，总结及展望，指出研究中存在的问题及不足。 本文立足于 JHZY 集团绩效考核现状，将理论和实际相结合，将平衡计分卡引用至 JHZY 集 团绩效考核中，期望此次的研究成果能对同类制药企业的绩效考核具参考价值。 关键词：绩效考核，平衡计分卡，层次分析法，战略目标II ABSTRACT With the deepening of drug system reform and the intensification of industry competition, the speed of reshuffling of pharmaceutical production enterprises is obvious, the arrival of knowledge economy forces JHZY group to higher requirements of human resources management, higher requirements for managers. Managers must find effective measures to improve the efficiency of the organization and to mobilize the enthusiasm of the staff. At present, many pharmaceutical enterprises have not constructed the performance evaluation management mechanism which accords with the management requirements of modern pharmaceutical enterprises. The performance evaluation system of JHZY group has been difficult to meet the rapid development needs of the group, and the reform of performance management system is imperative. In this paper, the performance evaluation system of JHZY group is the research object, based on the performance management and balanced scorecard theory, the performance of jhzy group is studied by questionnaire, analytic hierarchy process and other related research methods. This paper first introduces the development of the balanced scorecard theory abroad, then introduces the current situation of the balanced scorecard in China, and then through the questionnaire to identify the problems in performance evaluation of JHZY group; This paper introduces the necessity of introducing the balanced scorecard into the performance evaluation system of JHZY group, combined with the development status of JHZY group, clearly adopts the idea and principle of balanced scorecard performance evaluation, select the performance evaluation of the dimension and corresponding index weight, and set and apply the relevant weight. Finally, the summary and prospect, points out the problems and deficiencies in the research. Based on the status of performance appraisal of JHZY group, combining theory and practice, the balanced scorecard reference to the performance appraisal of JHZY group, expects the research results can be reference value for the performance evaluation of similar pharmaceutical enterprises. Key words: Performance Management,BSC,AHP, Strategic ObjectivesIII 目 录 第一章 绪论 ..................................................................................................................................1 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 国内外的研究现状.........................................................................................................2 1.2.1 国外研究现状......................................................................................................2 1.2.2 国内研究现状......................................................................................................3 1.2.3 国内外研究评价..................................................................................................5 1.3 研究框架与研究方法......................................................................................................6 1.3.1 研究内容与框架..................................................................................................6 1.3.2 研究方法.............................................................................................................8 第二章 相关理论综述.................................................................................................................9 2.1 绩效考核理论..................................................................................................................9 2.1.1 绩效考核的概念..................................................................................................9 2.1.2 企业常用的绩效考核方法..................................................................................9 2.2 平衡计分卡理论..............................................................................................................9 2.3 平衡计分卡与战略之间的关系....................................................................................11 第三章 JHZY 集团绩效考核现状与问题分析..........................................................................12 3.1JHZY 集团基本情况介绍................................................................................................12 3.1.1JHZY 集团简介....................................................................................................12 3.1.2 JHZY 集团组织架构及人力资源分析..............................................................12 3.2JHZY 集团绩效考核现状................................................................................................13 3.2.1 JHZY 集团绩效考核方法..................................................................................13 3.2.2 JHZY 集团绩效考核流程..................................................................................15 3.2.3 JHZY 集团绩效考核组织体系..........................................................................15 3.3 JHZY 集团绩效考核评价与存在的问题分析..............................................................16 3.3.1 JHZY 集团现行绩效管理体系调查..................................................................16 3.3.2JHZY 集团战略、绩效管理满意度调查情况....................................................17 3.3.3 JHZY 集团绩效考核评价与存在问题分析......................................................19 3.4 JHZY 集团绩效考核改进思路——引入平衡计分卡..................................................21IV 第四章 构建基于平衡计分卡的 JHZY 集团绩效考核方案.....................................................23 4.1 基于平衡计分卡的 JHZY 集团绩效管理体系的构建原则..........................................23 4.2 JHZY 集团战略分析......................................................................................................24 4.2.1 JHZY 集团战略目标分析..................................................................................24 4.2.2JHZY 集团 SWOT 分析..........................................................................................25 4.2.3JHZY 集团战略地图的绘制................................................................................26 4.3 JHZY 集团绩效考核指标的构建..................................................................................28 4.3.1JHZY 集团财务指标的构建................................................................................28 4.3.2JHZY 集团客户指标的构建................................................................................28 4.3.3JHZY 集团内部流程指标的构建...........................