Executive summary摘要
績效評價與激勵約束機制是人力資源管理的核心問題,這有利于管理和控制字節(jié)的差異化策略,通過它可以得到競爭優(yōu)勢。從這樣的公共流動中PRMS系統(tǒng)在2013年的實施結(jié)果表明,實現(xiàn)這些預(yù)算和標(biāo)準(zhǔn)的目標(biāo)比預(yù)期目標(biāo)低得多。因此,MB的以前的公共PRMS系統(tǒng)和現(xiàn)代系統(tǒng)應(yīng)發(fā)展應(yīng)重述。因此,這份報告是由重申MB以前的公共流動無線電話服務(wù),并為當(dāng)代系統(tǒng)的開發(fā)提出了一些建議。
Performance evaluation and incentive mechanism is the central issue of human resource management, which is conducive to manage and control MB’s differentiation strategy, through which the competitive advantage can be obtained. The results from the implementation of such PMRS in 2013 indicated that the achievement of those budgets and standards target was much lower than the expected target. Therefore, the previous PMRS of MB should be restated, and contemporary system should be developed. Therefore, this report was composed to restate the previous PMRS of MB and put forward some suggestions for the development of contemporary system.
Table of contents目錄
1 Introduction 3
2 The definition of PMRS 3
2.1 What is PMRS? 3
2.2 Three elements included in PMRS 4
3 The significance of PMRS 4
3.1 PMRs: a significant part of the Management Accounting System 4
3.2 A directional influence on behavior 4
3.3 A motivational influence on behavior 5
4 The limitations of the proposed PMRS 5
4.1 Lack of feedback mechanism 5
4.2 The lack of coordination mechanism 5
4.3 The set of major key success factors (KSFs) is unreasonable 5
5 The specific dysfunctional behaviors Blue Moon's three Directors have engaged in and their causes 6
5.1 There is no enough time for Creative Director to make all prototypes meet the standards 6
5.2 Capital is limited for Production Director to buy better equipment and hire higher skilled workers 6
5.3. The KSFs for the Distribution Director are impossible to be achieved. 7
5.4. The causes for such dysfunctional behaviors 7
6. Recommendations for new performances 7
6.1 The improvement of PMRS previously used 7
6.2 New PMRs for better control 8
1 Introduction 引言
本報告的目的是描述藍(lán)色月亮( MB )的部門主任是如何評估和使用績效評估和獎勵制度(公共流動無線電話)。傳統(tǒng)使用的MB的公共流動無線電話服務(wù)主要集中在三個關(guān)鍵領(lǐng)域為主 - 成本,時間和投資回報率。推導(dǎo)措施的成本為基礎(chǔ)的績效來自各部門的編制成本預(yù)算,包括成本預(yù)算和措施,由此產(chǎn)生的性能和指標(biāo)兩者。此外,還有兩個時間標(biāo)準(zhǔn),如“平均時間來創(chuàng)建原型”和“平均時間創(chuàng)建舟”分別設(shè)置。建立了這樣的措施和目標(biāo)性能,減少成本,如生產(chǎn)成本,提高生產(chǎn)效率,其結(jié)果是競爭優(yōu)勢可以不斷被擴(kuò)大。然而,這樣的公共流動無線電話在2013年實施結(jié)果表明,實現(xiàn)這些預(yù)算和標(biāo)準(zhǔn)的目標(biāo)比預(yù)期目標(biāo)低得多。因此,我被聘為研究MB的公共流動無線電話服務(wù),以確定它是否是合理的。在這份報告中,商家“指的競爭優(yōu)勢,企業(yè)使命和關(guān)鍵成功因素將集中在。#p#分頁標(biāo)題#e#
The intention of this report is to describe how the department directors of Blue Moon (MB) were evaluated and rewarded using performance measurement and reward systems (PMRS). The PMRS traditionally used by MB focused on three key main areas – costs, time and ROI. Cost-based performance measures were derived from cost budgets prepared for each department, containing both the cost budgets and resulting performance measures and targets. In addition, two time standards such as “Average Time to Create Prototype” and “Average Time to Create Boat” were set. Such performance measures and targets were established to reduce the costs such as production costs and improve the production efficiency, with the result that the competitive advantages can be gained. However, results from the implementation of such PMRS in 2013 indicated that the achievement of those budgets and standards target was much lower than the expected target. Therefore, I was hired to examine the PMRS of MB to make sure whether it is reasonable. In this report, the business’ means of competitive advantages, business mission and key success factors would be focused on.
2 The definition of PMRSPMRS的定義
2.1 What is PMRS?什么是PMRS
The so-called performance measurement refers to the task completion, job responsibilities fulfillment degree and the development of staff using certain evaluation methods, and the evaluation results are then fed back to the employees (Bourne and Neely, 2003, p. 3; Neely, et al., 1995, p.86), helping to monitor and control the corporate (Kellen and Wolf, 2003, p. 5). The so-called PMRS is a kind of evaluation system which is composed of a set of accurate performance measures and reward indexes, and the actual performance were compared with the relative target, if needed, reward positively (Chenhall and Langfield-Smith, 2003, p.117). The establishment of performance evaluation is conducive to evaluate the working station of the staff. The measurement system is relative to the production efficiency (Gharajedaghi, 2011, p. 331).
2.2 Three elements included in PMRSPMRS的三元素
Commonly, 3 elements were contained in PMRS, such as: 1) The factor (performance) that MB intends to measure, for instance, the quality, innovation of prototype for the creative department; 2) A specific performance targets that MB imposes on the Directors, e. g. MB urges the creative department to enhance the quality and innovation of prototype to some extent 3) A reward attached to the achievement of intended performance goals, for example, when, the creative department accomplish the targets posed by MB, then it will be rewarded.
3 The significance of PMRS公共流動無線電話的意義
Bank of existing labor and employment accounted for about 25 % of all workers, on their way to the main incentives for the incentive pay . Due to the different nature of jobs , business incentives for them are different . Post their distribution can be divided into three categories : The first category is the technical service jobs, accounting for about 35% of the total number of labor and employment, mainly through their remuneration fixed payroll . The second category is the business hall business processing jobs, accounting for 15 % of the total labor and employment , such as the lobby manager trainee , their qualifications are mostly college graduates . They identified with the corporate labor relations, labor and employment accounted for by way of remuneration . They are the direct exchange window and customers , on behalf of the Bank 's image. Bank of incentive pay for that type of labor and employment is relatively low , mainly because of its difficulty and value-added processing operations are relatively low . The third category is the front-line sales positions , including credit card sales team , sales team and other insurance funds . Their remuneration varies due to their respective positions , but mainly in the assessment criteria provided for by sales bonuses on the way .#p#分頁標(biāo)題#e#
Labor and employment due accounts, files and other relations are not businesses, they did not like the contract employees , to participate in a variety of professional skills training , can not solve the caucus organizational relationships , can not participate in competitions such as advanced enterprises , over time , they unconsciously with business apart. Diverse constituent services staff determined that we can not agree on the minutiae of the pursuit , only consistency in the overall incentive environment and direction. But summary, the state-owned enterprises in the labor and employment incentives , obviously there are many shortcomings and disadvantages.
Since some of their own characteristics , such as labor employees work temporary , liquidity, market and so on , they are not as contract employees have relatively stable labor relations , so companies when considering the development of human resources , on the one hand have concerns , worried their loyalty to the company , on the other hand is difficult to accurately locate the effective demand business services staff. Therefore, in its implementation of incentive policies and incentives to achieve effective results, there is a big difficulty . Incentives for service employees and enterprises are facing difficulties , the current incentive pay is basically only a way no other additional incentives. Rich enterprises to employ labor employees, labor costs or special often considered a job , because of its temporary reasons, to meet the labor needs of employees , often focus only on low levels of demand, with little regard for the satisfaction of their work, work and challenging , most of the Bank 's services staff to work in the operating room and post sales service positions , implemented in terms of sales , business volume assessment, they lack work initiative , a sense of belonging to the enterprise poor , only pay attention to the number of jobs while ignoring the quality of work , over time, will have a great negative impact on their overall performance . Therefore, incentive pay is the main means for enterprises to mobilize the enthusiasm of labor and employment .
The use of incentive pay is their level of remuneration policies , structural policies , the difference between policy and growth policy effective incentive for employees . But not every business can employ workers in the labor remuneration of such incentives , but do pay the difference between a single classified according to different positions , reach strongly effect the pay system like this is difficult to improve labor and employment work for positive , long-term work in the passive state , labor and employment for the current work even business is prone to boredom , thereby increasing the likelihood of attrition , so these companies are using the services of employees to come up with a reasonable need for for more flexible labor and employment incentives as the guiding ideology incentive pay .#p#分頁標(biāo)題#e#
To make the salary incentive mechanism to function properly , you must create a multi-level compensation incentives . First Bank of Communications which should be based on its own financial sector , labor market supply and demand conditions and operation of enterprises to develop in line with the Bank 's salary increases incentive system to ensure reasonable remuneration of labor and employment growth . To understand the shift salary levels of other financial industry by improving the remuneration of employees, so as to achieve a higher level of remuneration in the financial sector , not only to keep employees long-term incentive effect , but also improve cross- line financial industry competitive. Second . Development of performance achievement award system . For those product sales, customer service, electronic engineering systems and maintenance work for the Bank made ??outstanding contributions to the labor staff rewarded .
Salary differences are to achieve different internal competition and incentives by the difference between different positions or the same jobs pay between . In the implementation process, pay attention to the official salary differences between employees and labor and employment , as well as different levels of quality of labor and employment , and different job performance should also be reflected directly in the pay difference . If Unicom must further improve the salary structure . According to human labor and other management experience, can be divided into several parts service staff salary basic salary, commission business , salary, allowances, special incentives , and then staff characteristics for different services , some of these wage adjustments in the total remuneration ratio.
Salary growth is an enterprise based on their ability to supply and demand in the labor market and business conditions changing their own situation to develop a reasonable salary income growth curves and staff , which can improve the competitiveness of enterprises pay. But for the growth of different types of labor and employment categories should be used is not the same , for general labor and employment can be taken to limit the growth policy , especially for labor and employment hiring personnel can take steady growth policies .
Most state-owned enterprises have their own set of excitation methods , but most of the terms of those policies are for formal employees, but also the need to stimulate the labor and employment , work incentives is essential. Labor working for companies with a member of the official workers as the need for good working atmosphere , contacts necessary working tools , information and complete the work between people . Many companies believe that the appointment of labor and employment just to complete the task, only interested in the work itself, but they also need to ignore the friendship and mutual respect among colleagues . If the environment impacts their psychological vice , they will just simply complete a certain amount of work , without regard to the quality of work and task coordination problems. How to create a fair and equitable corporate solidarity work atmosphere of cooperation to improve the efficiency of enterprises of all employees play an important role.#p#分頁標(biāo)題#e#
And regular employees , labor and employment should also have their own career planning , whether formal service staff employees and nobody will agree there is no future career . Labor and employment , while having strong liquidity, but in a given period , their work is relatively stable , even though the replacement unit to me is that there are certain inherent relationship will affect individual career development direction . If we can help companies plan their labor and employment careers , to meet the wishes of their career development , then they will be personal development and sustainable development will be the best combination of business , companies have the power to contribute their efforts . Labor and employment -rich content of the work , reasonable arrangements to master working hours, labor and employment in the enterprise in general the work is relatively simple, repetitive . If appropriate adjustments to the content of their work , or to expand its work content , it will lift interest in the work of the staff again . Work incentives include the material and spiritual incentives motivate both companies as
Humane management , is based on humane care to labor and employment needs as the starting point , and respect the views and suggestions of labor and employment . Humane management is the need of modern enterprise internationalization management is an important means of labor and employment incentives .
As reflected in the value of the enterprise and their ability to labor and employment , and with the corporate culture of unity , the labor and employment will recognize companies for their recognition and respect , even if they did not enjoy the salaries are not regular employees , will be proud of their own business, willing to sacrifice their own business intelligence and will and enterprise integration. From the above analysis, we can draw the following conclusions: labor and employment in today's society there is a considerable weight , they , like all regular employees , they would have asked , be pursued, the needs of society and business concerns and incentives.
In the Bank , if the labor workers at work a few years later , have some experience on the job , and get recognition for their work colleagues and leadership abilities , positive identity will work to further improve the working level , as well as the further development of career generate expectations. So the traffic banks, positive and reasonable management tools will play a further incentive.
Goal management, goal: no matter what the name implies they will have people on the direction of where individuals and businesses an effort, then as labor workers , they completed the goal is to complete the degree for a job well represented.
Each man , the most fundamental reason for the benefit , but in labor and employment and enterprise in the pursuit of their own interests, is likely to cause friction . How does that conflict in this process ? It would need to develop business in the labor and employment personal goals , employees must take the goals and business objectives unity when the first condition , which is the incentive to achieve the basic goal . In addition enterprises set up an employee 's personal goals , should have some challenging and can be implemented .#p#分頁標(biāo)題#e#
In today's modern society, human resource management , labor and employment are no longer content with executive leadership arrangements , they also hope to have the opportunity to participate in decision-making and management, and they want to be able to listen to their leaders mean , are involved in decision-making needs. If the company can meet this need labor and employment , contribute to long-term development of enterprises, incentives can also play a role . Enterprises should also be properly authorized in labor and employment , but must be properly authorized , excessive labor and employment rights will only make feel the pressure is not easy to control ; too small right , as no right to tell the truth , because the same can not be done. So this is a challenge for managers , only proper authorization in order to play the role of incentives . It had managers are afraid there will be competition in the internal company they believe compete phenomenon will affect the order of business. In fact , as long as a reasonable guide managers on competition , competition may also play a role in motivating employees . As a good manager , must enable the enterprise to have a good atmosphere 's ability to compete , which requires managers to the enterprise in both labor and employment and full-time staff , to guide them, and inspire their enthusiasm for work, and to encourage team competition and individual competition.
Incentive is a double edged sword , too much positive incentives under certain conditions will have a positive effect, but in other specific conditions also play a counter- effect, so how can effectively improve the incentive ? I discuss aspects from businesses and individuals .
1 , foster entrepreneurship. The so-called spirit of enterprise is the pursuit of business goals in the process , through advocacy and gradually formed and established up spiritual achievements . Cultivate the entrepreneurial spirit, is a long-term incentives, it can mobilize the enthusiasm of all the work , contribute to the development of enterprises.
Bank 's corporate culture is fundamental : Founding responsibility , innovation beyond , eternal integrity , sound Zhiyuan . The spirit of enterprise is the aggregation of all employees will and faith, is a soul , can play a role in guiding employees and promotion. Therefore, to effectively play the role of motivating employees , the first to establish a corporate culture , foster entrepreneurship. But if the spirit of enterprise is too deep too , as labor and employment will feel invisible pressure and difficult to achieve. If too shallow will destroy the spirit of enterprise corporate image, but would not achieve the role. In the ongoing education to cultivate the corporate culture , we believe that all employees can be more on the ideological level, the company can play a catalytic role.
2 , a sound organizational forms of participation in management. 5.5 is already talking about the needs of staff involved in the management , the result is inevitable development. This could dilute the employees who perform only a concept , to promote employee ownership . Many of its specific form , mainly : ① develop organizational goals , plans, and decisions on major issues , solicit the views of staff . ② using various forms of organization congress , trade unions and other democratic supervision staff management. ③ establishment of self-management system, that many of the rights to the management of the labor and employment , manage their own employees . Of course, for people actively involved in the management , made ??good recommendations should be given various incentives for employees was inappropriate to mention the proposal can not be criticized , but should patiently listen , discuss .#p#分頁標(biāo)題#e#
3 , material incentives . Speaking material incentives have to say interests. Driven by the interests of making the material incentives are the most effective way to motivate employees . Companies in order to save costs, pay less tax and contribute to employee motivation , incentives in the form of material is no longer merely a means for the cash salary and bonuses , the state-owned enterprises are now more money to go into the benefits . Bank of Communications , the official staff in addition to basic salary and bonuses as well as better benefits. These benefits bring the convenience and enriched content to live their daily lives , such as transportation subsidies , food subsidies , labor , female employees maternity leave , marriage leave , travel allowance, medical insurance, employee obtained after the loss of labor and other material benefits and assistance . Bank of salaries and bonuses and other income is lower than many other aspects of the business, but a significant number of full-time staff and some services staff willing to work in state-owned enterprises , state-owned enterprises is because the treatment benefits better, more profound diversity reflects the role of material incentives also can not be ignored .
Honor is a realistic expression of human dignity , and it is the main way humans reflect their own values ??. A recognition , a certificate is for a noble evaluation of staff, is a catalyst for passionate employees . Especially for service staff , which is able to seize people 's incentives, their sense of accomplishment and pride filled with hope and longing , hope that their work meaningful , I hope to be praised by the awards, to meet their self-esteem needs. Therefore, in recognition of labor and employment , etc. can stimulate enthusiasm . Upon completion of the task , outstanding performance , managers sentence praise, recognition is certainly the biggest of its work , to promote the realization of the incentive effects of long-term labor and employment for those who work hard in silence more so , given the honorary awards can be granted enhance their sense of belonging to the enterprise, to promote their work to maintain enthusiasm .
Bank needs to improve its incentive policies on labor and employment through rational incentive policy to make full use of existing resources , combined with " Masi Luo hierarchy of needs theory" argument , by encouraging both material and spiritual aspects of the work to meet the labor workers enthusiasm and sense of belonging , thereby stimulating and facilitating interaction labor and employment and corporate partnerships , leadership, between regular workers . On the one hand the use of material incentives positive way to make part of the work output of a large high labor service workers be rewarded , so the other part has not been determined or are hesitant fate of labor workers can greatly improve their motivation and dispel Through this initiative they find another way of thinking . On the other hand so that only allow integration into enterprise among all service workers can really control the current phenomenon of the loss of a large number of labor and employment , so that they understand the business culture and learn more about business development, job training and regular elimination of inferior promoted eugenics mode , so as to achieve on the basis of the loss of more optimized control of the entire service workers team results. Through these two aspects of reform to meet the needs of the contradictory relationship between the enterprise and service workers who labor both material and spiritual aspects also will be solved, the development of enterprises will play a larger role.#p#分頁標(biāo)題#e#
The PMRs is a significant part of the management accounting system of MB, which is conducive to the accomplishment of MB’s business objectives, the enhancement of the innovation of MB. In addition, the competitive advantage can be obtained through the implementation of PMRS.
The key success factors (KSFs) are those specific performance goals imposed by MB to its directors, including both financial factors (e.g. operating income growth rate) and non-financial factors (the production quality). These directors should perform to achieve the respective target. Through this way, MB can impose directional influences on Directors.
If certain director achieve the performance targets posed to him, them he should be rewarded. Then these incentives will motivate the all directors to obtain higher performance. Thus, MB can impose motivational influences to its directors using PMRS.
4 The limitations of the proposed PMRS 建議公共流動無線電話的局限性
4.1 Lack of feedback mechanism缺乏反饋機制
The proposed PMRs in MB are lack of feedback mechanism. The financial measures such as “Sale Revenue per Quarter” are often reported at the end of each quarter, so they are not timely. Thus, it is recommended that, the achievement of some KSFs should be looked into timely through investigation, and the results obtained from investigation should be reflected to the related departments.
In recent years , with the rapid development of science and technology , the core strategic resources enterprise capital gradually changed from the previous information , knowledge and creativity. For businesses, in order to achieve the fierce competition in the market place , to cultivate their core competitiveness is particularly urgent , and modern, standardized management and corporate culture and core competitiveness of key premise .
Many enterprises in order to improve efficiency, efforts to change the traditional management processes , labor and employment employing this new approach also emerged. It is a new model of corporate human resources to implement the functions of human resource management division of the increasingly sophisticated performance. Enterprises bigger and stronger and played a major role.
From state-owned banks in the Bank to commercial banks transfer process, start to enable labor and employment patterns. By limiting the total number of contract workers in the formal way to effectively control labor costs and improve efficiency in the use of labor costs . Especially with the gradual improvement of the social security system in China's modernization , labor costs continue to increase , while the deepening of the market economy and the increasing mobility associated with human resources , such as state-owned Bank for large enterprises, labor and employment remain in possession of employee groups a transformation ratio can reduce the economic impact of a certain extent .#p#分頁標(biāo)題#e#
In addition the Bank as state-owned financial services organization whose core business involves the country's financial security and social trade secrets, so when the development of labor and employment , Bank initiative to distinguish their work , related to the country's financial security , related to its core products R & D and marketing approval, as well as related to risk control , and management functions of the positions held by full-time staff , related to the extension of financial services , financial services and other non- core business cooperation and routine transactional work can be performed by the labor and employment .
Labor and employment , known as personnel from the lease . Specifically refers to labor units work according to the actual needs and job requirements set by providing the necessary personnel to service agencies and related standard treatment cases, a series of recruitment by the labor organization , to elect qualified personnel, and screened through labor units determine the final candidates , then labor units signed a " dispatch agreement " with labor organizations , labor organizations signed with the selected workers ' labor contract . " By the labor organization will establish labor relations with their employees sent to labor units work , wage laborers , insurance and other services by the agency responsible for issuing .
Bank of labor and employment in the pay and protection of employees has significantly different from the formal setting . On remuneration , the Bank does not directly negotiate with the labor and employment , but agreed indirectly through labor agencies and selected workers signed the " labor contract ", the general level is lower than the full-time staff , and the Bank does not grant labor and employment formal various allowances staff obtained . In security, in addition to state regulations , labor and employment must obtain social security , but does not provide an additional supplementary insurance subsidies protection.
4.2 The lack of coordination mechanism協(xié)調(diào)機制缺乏
There were no coordination mechanisms between different KSFs of the departments, which caused some conflicts. There are close relationships between the four departments. For example, creative department provides the prototypes to the production department. Therefore, there should be coordination mechanisms among those departments.
4.3 The set of major key success factors (KSFs) is unreasonable本集主要關(guān)鍵成功因素
The proposed KSFs such as Profit, and its components, costs and revenues are not useful for the control of MB. Because financial consequences rather than causes were described using such factors. In addition, the only use of financial factors profit,budget,revenue and cost is incomplete, unscientific. For instance, if too much attention is paid to cost reduction and the necessary investment (e. g. the investment for the improvement of innovation, equality) is rejected, the customer satisfaction and profit should be declined. From this we can see that sales budgets and profit budgets emphasis only one perspective of departments’ performance. #p#分頁標(biāo)題#e#
5 The specific dysfunctional behaviors Blue Moon's three Directors have engaged in and their causes 具體功能失調(diào)的行為
5.1 There is no enough time for Creative Director to make all prototypes meet the standards沒有足夠的時間進(jìn)行創(chuàng)意總監(jiān),使所有的原型符合標(biāo)準(zhǔn)
It is a waste of time for the creative department to make the prototypes and guarantee the quality. In addition, the production department always urges the creative department to provide the prototypes as quickly as possible, because it wants to achieve the KSFs for them quickly. This brings great stress to the creative department, thus creative department always can’t make the prototypes meet the standards in order to meet the requirements of the production department.
5.2 Capital is limited for Production Director to buy better equipment and hire higher skilled workers 資金是有限的,生產(chǎn)總監(jiān)以購買更好的設(shè)備,并聘請高技能工人
Capital is always limited for Production Director to buy better equipment and hire higher skilled workers. The development strategy of MB urges the production director to high quality, innovative boats for the clients. The achievement of such KSFs needs the better equipment and higher skilled workers, which should be supported by the enough capital. In addition, the executive and account director Laura does not agree with such new investment in order to reduce the cost budget. But, if there is no enough capital, there is no better equipment and higher skilled workers. Thus, the production director considers that they can’t achieve the KSFs target without enough capital support.
5.3. The KSFs for the Distribution Director are impossible to be achieved. 關(guān)鍵成功因素的分布導(dǎo)演是不可能實現(xiàn)的
The distribution director thinks that the ROI target does not reflect the new strategic direction, thus these targets are impossible to be achieved. In addition, he was urged to decline the client cost budget, which made him hard to meet the requirement of the dealers and clients of MB. Therefore, the customer value and business mission of MB should be encouraged to be declined for such performance measures (Cokins, 2004, p. 7).
5.4. The causes for such dysfunctional behaviors這種不正常的行為的原因
The proposed PMRS are not in line with the development strategy, which make such dysfunctional behaviors. In addition, the KSFs set for different departments are always conflicting. This brings conflicts. The achievement of KSFs for certain department should block the achievement of KSFs for another department.
6. Recommendations for new performances 新表現(xiàn)的建議#p#分頁標(biāo)題#e#
6.1 The improvement of PMRS previously used公共流動無線電話以往采用的改進(jìn)
In order to change the previous PMRS and develop Contemporary System, some guidelines are suggested to be followed. Firstly, non-financial and financial measures should be both accepted. For instance, the customer satisfaction, the quality of the boats produced, and the innovation of the boats and processes, etc. should be carefully looked into. If the customer satisfaction, then the clients should leave and MB should suffer from lost. Second, the system should be strategy-oriented. Performance measures may be selected directly to measure areas that provide competitive advantage and that increase MB’s customer value. Lastly, the measures should be simple. In the other words, measures should be understandable and easy to communicate to directors.
6.2 New PMRs for better control 新的PMR為了更好地控制
The KSFs for all department directors should be integrated as a whole, but not completely independent. For example, it is not suggested to run after the production efficiency blindly ignoring the quality, innovation of boats produced. Therefore, it is correct to measure the quality, innovation of the boats in the new KSFs identified by Rob. In addition, the cost budget should involve all departments to enhance the competitive advantage and the cost should be controlled flexibly. The capital to improve the quality, innovation of boats produced and increase the customer value should not be declined.
References 文獻(xiàn)參考
Bourne, M., Neely, A., Mills, J. and Platts, K 2003, ‘Implementing performance measurement systems: a literature review’, Int. J. Business Performance Management , Vol. 5, No. 1, pp.1-24.
Chenhall, R. H., Langfield-Smith, K 2003. Performance Measurement and Reward Systems, Trust, and Strategic Change. Journal of Management Accounting Research, Vol. 15, pp. 117.
Cokins, G 2007, How to Measure and Manage Customer Value and Customer Profitability, A SAS White Paper (website: www.sas.com), viewed 23 April 2013,
Gharajedaghi, J 2011. Systems Thinking (3rd Edition), Morgan Kaufmann Press, San Francisco, pp. 331.
Kellen, V; Wolf, B 2003, Business Performance Measurement-At the Crossroads of Strategy, Decision-Making, Learning and Information Visualization, February, viewed 23 April 2013,
Neely, A., Gregory, M., Platts, K 1995, "Performance measurement system design: A literature review and research agenda", International Journal of Operations & Production Management, Vol. 15 Issue: 4, pp.80 - 116.
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