I 摘要 欧思麦公司是2007年成立的南昌本土团餐公司，为应对当前复杂的经济形势，公司 将原“粗放型发展”战略调整为“稳步扩张、优胜劣汰”的全新战略。为实现公司新战 略，公司决定优化店长绩效考核体系。 在撰写本文的过程中，笔者首先研读了国内外相关研究的文章，同时通过问卷调查、 文献调研等方法，以BSC与KPI理论为基础，基于优势互补、扬长避短原则的同时， 结合公司的特性，提出了BSC与KPI结合的绩效考核体系。 首先，本文对BSC和KPI结合的相关理论进行了陈述，并且对两者在团餐行业是否 适用可行，进行了可行性和适用性分析。 其次，结合公司的新战略，结合"BSC+KPI"理论，从财务、客户、内部流程和学习 与成长四大维度对公司战略进行进一步的细分，具体到可以定性的KPI指标，并绘制公 司的战略地图。 随后，结合问卷调查和访谈提纲，分析了公司现有店长绩效考核体系存在的问题， 现有店长绩效考核体系存在四大问题：绩效考核指标体系不合理，考核流程不合理，考 核者不适合，考核内容不合理。紧接着，对欧思麦公司店长绩效考核体系构建，在 "SMART"原则指导下，对各个维度下具体KPI指标进行确立，以及对指标进行具体解 释，最终确立了22个KPI指标。KPI指标确定后，运用层次分析法，构造判断矩阵， 进行一致性检验，把新构建店长绩效考核体系中的指标进行了权重分配，将公司战略， 落实到行动。 最后，从加强绩效考核培训的力度、建立绩效文化、建立制度化的绩效考核体系四 个角度，提出了实施对于新绩效考核体系下，如何确保该考核有效执行下去的保障措施。 自2018年6月份以来，笔者全程参与及制定了公司新的店长绩效考核体系，2018年9 月新的店长绩效考核体系试运行，公司于2018年底评出了一位优秀店长，这也证明了 新的店长绩效考核体系的可行性，以及基于"BSC+KPI"下的店长绩效考核体系在团餐行 业的适用性。 关键词：BSC；KPI；店长；绩效考核；层次分析法；绩效应用 Abstract II Abstract OuSimaiCompanyisalocalgroupcompanyinNanchangwhichwasestablishedin 2007.Inresponsetothecurrentcomplexeconomicsituation,thecompanyhasadjustedits originalextensivedevelopmentstrategytoanewstrategyof“steadyexpansionandsurvival ofthefittest”.Inordertorealizethecompany'snewstrategy,thecompanydecidedto reconstructthestoremanager'sperformanceappraisalsystem. Intheprocessofwritingthisarticle,theauthorfirststudiedthearticlesrelatedtoresearch athomeandabroad,andthroughquestionnaires,literatureresearchandothermethods,Based ontheprincipleofcomplementaryadvantages,strengthsandweaknesses,whicharecombined withthecharacteristicsofthecompany,BSCandKPIareproposedbinedperformance appraisalsystem. Firstly,thispaperpresentstherelevanttheoriesofthecombinationofBSCandKPI,and analyzesthefeasibilityandapplicabilityofwhetherthetwoareapplicableinthegroupmeal industry. Secondly,combinedwiththecompany'snewstrategy,combinedwith"BSC+KPI" Theory,fromthefourdimensionsofcustomers,finance,learninganddevelopmentandinternal processes,furthersubdividethecompany'sstrategy,specifictotheKPIindicatorsthatcanbe qualitative,anddrawthecompany'sstrategicmap. Then,combinedwiththequestionnairesurveyandinterviewoutline,analyzedthecurrent statusofthecompany'scurrentstoremanagerperformanceappraisalsystem,foundthatthe existingstoremanagerperformanceappraisalsystemhasfourmajorproblems:theassessment targetisnotclear,theassessmentcontentisnotclear;theassessmentcriteriaareacrossthe board;Andtheweightdesignisunreasonable;performancecoachingisnotinplace,and performancecommunicationislacking.Then,theestablishmentoftheperformance,whichis undertheguidanceofthe“SMART”principle,appraisalsystemofthemanagerofOu Simai,thespecificKPIindicatorsundervariousdimensions,andthespecificinterpretationof theindicators,finallyestablished22KPIindicators.AftertheKPIindexisdetermined,the analytichierarchyprocessisusedtoconstructthejudgmentmatrix,andtheconsistencytestis carriedout.Theindicatorsinthenewlyconstructedstoremanagerperformanceappraisal systemareweightedandthecompany'sstrategyexecutionisimplementedintoaction. Finally,fromtheperspectivesofstrengtheningperformanceappraisaltraining, establishingperformanceculture,andestablishinganinstitutionalizedperformanceappraisal system,thesafeguardmeasuresforimplementingthenewstoremanagerperformance Abstract III appraisalsystemareproposed.Andthenewlybuiltstoremanagerperformanceappraisal systemwasimplementedtothecompany.SinceJune2018,theauthorhasparticipatedinand developedthecompany'snewstoremanagerperformanceappraisalsystem.Thetrialrunof thenewstoremanager'sperformanceappraisalsysteminSeptember2018,thecompany selectedanexcellentstoremanagerattheendof2018,whichalsoprovedthefeasibilityofthe newstoremanagerperformanceappraisalsystem,andbasedonTheapplicabilityofthestore manager'sperformanceappraisalsystemunderthe“BSC+KPI”inthegroupmealindustry. Keywords:BSC;KPI;storemanager;performanceappraisal;analytichierarchyprocess； Performanceapplication 目录 IV 目录 第1章绪论.............................................................................................................................1 1.1研究背景及意义........................................................................................................1 1.1.1研究背景.........................................................................................................1 1.1.2研究目的及意义.............................................................................................1 1.2国内外研究现状........................................................................................................2 1.2.1国外研究现状.................................................................................................2 1.2.2国内研究现状.................................................................................................4 1.2.3文献评述.........................................................................................................8 1.3研究方法及思路........................................................................................................8 1.4研究内容....................................................................................................................9 1.5本文的贡献及不足..................................................................................................11 第2章相关概念及理论基础...............................................................................................13 2.1概念界定..................................................................................................................13 2.1.1绩效及绩效考核...........................................................................................13 2.1.2绩效考核指标...............................................................................................13 2.2理论基础..................................................................................................................14 2.2.1平衡记分卡（BSC）理论...........................................................................14 2.2.2关键绩效指标（KPI）理论........................................................................14 2.2.3"BSC+KPI"结合的可行性和适用性...........................................................15 第3章欧思麦公司店长绩效考核现状及存在的问题.......................................................19 3.1公司概况..................................................................................................................19 3.1.1公司基本情况...............................................................................................19 3.1.2公司组织结构...............................................................................................21 3.1.3公司战略目标...............................................................................................22 3.1.4店长人员构成...............................................................................................26 3.2店长绩效考核现状..................................................................................................27 3.3调查问卷及工作访谈的设计..................................................................................30 3.4存在的问题..............................................................................................................31 3.4.1绩效考核指标体系不合理.................