g证券公司战略性绩效管理体系的研究和设计

g证券公司战略性绩效管理体系的研究和设计内容摘要：

the strategic performance management are as follow: Old management regime and method hold back the strategic performance management practiceCompany culture is the most important. Manager’s views and management styles impact strategic performance management practicePerformance management is related with human resource management. In the strategic performance management practice, managers should pay attention to training the every employeeMotivation is important to performance management. Employee behavior will impact the effect of strategic performance management practiceChapter 5, In conclusion, points out the possible further study of the topic In addition, the paper emphases to study KPI devise. Communication between managers and employee, performance management feedback and application can solve the separation between anization strategic and behavior. Use the example of securities pany. By studying the securities pany’s development goal and internal and external environments, point out Securities Company should reinforce anization management. Strategic performance management system is the best way to solve securities pany development and to fulfill pany’s value 目录引 言„„ .„„„„„„„„„„„„„„„„„ „„„„„„„„„„ .1 第 1 章 文献综述„„„„„„„„„ .„„„„„„„„„„„„„„„ .2 绩 效 管 理 的 发 展 和 方 法 研究„„„„„„„„„„„„„„„„„„ ..2 非系统的绩效评估法„„„„„„„„„„„„„„„„„„„ ..2 基于目标的绩效评估法„„„„„„„„„„„„„„„„„„ 2 基于关键绩效指标的绩效评估法„„„„„„„„„„„„„„ ..3 基于平衡记分卡的绩效评估法„„„„„„„„„„„„„„„ 3 关于 MBO 、 KPI 和 BSC 方 法 的 比 较 分析„„„ .„„„„„„„„„„ .4 KPI 和 MBO 的关系和作用„„„„„„„ .„„„„„„„„„„ 4 SC 和 KPI 的 关 系 和 作用„„„„„„„„ ..„„„„„„„„„„ 4 MBO、 KPI 和 BSC 三种方法的结合„„„„„„„„„„„„„ .4 战 略 性 绩 效 管 理 体 系 的 设计„„„„„„„„„„„„„„„„„„ ..5 战 略 性 绩 效 管 理 的 内容„„„„„„„„ .„„„„„„„„„„ ..5 战 略 性 绩 效 管 理 体 系 的 设计„„„„„„ .„„„„„„„„„„ ..5 战 略 性 绩 效 管 理 体 系 的 优 越性„„„„„„„ .„„„„„„„„ ..7 第 2 章 G 证券公司绩效管理的环境及问题分析„„„„ ..„„„„„ .9 G 证券公司简介„„„„„„„„„„„„„„„„„„„„„„„ ..9 G 公司基本情况„„„„„„„„„„„„„„„„„ .„„„„ ..9 G 公司主要经营业务„„„„„„„„„„„„„„„ ..„„„„ .9 G 公 司 的 组 织 架构„„„„ „„„„„„„„„„„„ .„„„„ ..9 G 证券公司经营情况„„„„„„„„„„„„„„„ .„„„„10 中 国 证 券 业 的 生 存 环境„„„„„„„„„„„„„„„„„„„ .11 G 证券公司经营情况分析„„„„„„„„„„„„„„„„„„„11 公司面临的挑战„„„„„„„„„„„„„„„„„„ .„„„11 公 司 的 机遇„„„„„„„„„„„„„„„„„„„„„„„ .13 公司的内部劣势„„„„„„„„„„„„„„„„„„„„ „ .13 公司的内部优势„„„„„„„„„„„„„„„„„„„ .„„14 G 证券公司现行的绩效考核制度„„„„„„„„„„„„„„„„15 G 证券公司目前施行的是绩效考核制度„„„„„„„„„„ ..15 该公司绩效考核中存在的问题„„„„„„„„„„„„„„ ..15 小结„„„„„„„„„„„„„„„„„„„„„„„„„„ ..„ ..16 第 3 章 G 公司战略性绩效管理体系的设计„„„„„„„„„„„ 17 战 略 性 绩 效 管 理 体系的目标„„„„„„„„„„„„„„„„„ .17 战略性绩效管理的绩效计划制定„„„„„„„„„„„„„„„„17 绩效计划制定思路„„„„„„„„„„„„„„„„„„ ..17 关键绩效指标体系设计„„„„„„„„„„„„„„„„„ .„ 18 绩效计划实施和辅导„„„„„„„„„„„„„„„„„„„„ .26 绩 效 评估„„„„„„„„„„„„„„„„„„„„„„„„„ .28 绩效反馈„„„„„„„„„„„„„„„„„„„„„„„„„ „29 第 4 章 战略性绩效管理体系的实施建议„„„„„„„„„„„„ 33 实施中的问题和障碍„„„„„„„„„„„„„„„„„„„„ .33 原 先 的 组 织 结 构 惯 性 和 管 理 制 度 、 管 理 方 式 的 束缚„„„„„ .„ ..33 管 理 者 的 认 知 程 度 和 管 理 风 格 的 影响„„„„„„„„„„„„ .33 缺乏必要的培训„„„„„„„„„„„„„„„„„„„„„ .33 激 励 机 制 运 用 不 充 分 和 不 合理„„„„„„„„„„„„„„„ .34 对 策 建议„„„„ „„„„„„„„„„„„„„„„„„„„„ .34 组织变革„„„„„„„„„„„„„„„„„„„„„„„ .34 沟通与参与„„„„„„„„„„„„„„„„„„„„„„ .35 重视和加大培训力度„„„„„„„„„„„„„„„„„„ .„35 建立健全激励机制„„„„„„„„„„„„„„„„„„„ .„35 第 5 章 结论和后续研究建议„„„„„„„„„„„„„„„„„ .„ 36 结论„„„„„„„„„„„„„„„„„„„„„„„„„„„ .36 后 续 研 究 建议„„„„„„„„„„„„„„„„„„„„„„„ .36 参考文献„„„„„„„„„„„„„„„„„„„„„„„„„„„„ ..37 致 谢„„„„„„„„„„„„„„„„„„„„„„„„„„„„ ..39 图表目录表 1: 斯潘根伯格 (Spangenberg) 综 合 绩 效 管 理 模型„„„„„„„„„„„ ..6 表 2: 战 略 实 施 的 对 策 和 措 施 对 应表„„„„„„„„„„„ ..„„„„„„ ..15 表 3: G 公 司 的 关 键 绩 效 指 标表„„„„„„„„„„„„„ ..„„„„„„..20 表 4: 部 门 关 键 职 责 的 成 功 要 素 分 析表„„„„„„„„„„„„„„„„„ 21 表 5: 经 纪 业 务 总 部 关 键 绩 效 指标„„„„„„„„„„„„„„„„„„ .21 表 6: 员 工 岗 位 关 键 业 绩 指标„„„„„„„„„„„„„„„„„„„„„ 22 表 7: 员 工 个 人 能 力 指 标表„„„„„„„„„„„„„„„„„„„„。