A Study On Strategic Performance Management System Of A Engineering Enterprise

Engineering enterprises,as a class of typical knowledge-intensive enterprises,show a lot of personalized features in terms of finance,customer relationship,internal process,learning and growth compared with labor-intensive and capital-intensive enterprises.Such enterprises are currently facing strategic models,competitive strategies and management mechanisms and other aspects of the profound adjustment and serious challenges in the context of knowledge-based economy.Their performance management system has a series of management problems,such as out of touch with strategic objectives,knowledge management system and project management model etc.Based on the theory of incentive theory,contract theory,heterogeneous human resource theory and some related research results of predecessors,this paper synthetically uses the literature research method,the model analysis method and the case study method to analyze the state-owned engineering firm based on the balanced scorecard of the strategic performance management system was studied,put forward a corporate strategy as the core,organizational performance and employee performance are synergies with the characteristics of knowledge-intensive enterprise strategic performance management model.In addition,this paper introduces a typical solution of strategic performance management system based on Balanced-Score-Card(BSC),and provides a solution for the construction of the strategic performance management system for the same enterprises:1.Break down the corporate strategy into a number of strategic objectives,indicators and action programs from financial,customer,internal processes,learning and growth 4 dimensions,Forming a business-level strategic map and BSC.2.Integrate enterprise-level strategic objectives,indicators and action plans into sector-level strategic maps and BSCs combined with departmental responsibilities.3.Converts department-level strategic maps and BSCs into posts(employees)KPIs,action plans combined with job responsibilities.4.Set up a strategic management office(OSM),and import a series of operating mechanism such as strategy review mechanism,performance guidance etc.5.Carry out systematic management innovation activities according to the needs of the strategic performance management system.6.Apply the company's strategic performance system in many ways,such as value evaluation,performance appraisal and management,internal organization optimization,improvements in business processes,changing the reporting mode,etc.