Research On The Construction Of Performance Evaluation System Of Company A Based On Balanced Score Card

The development of the contemporary economy is very rapid,and the management philosophy and business sense of Chinese equipment manufacturing enterprises are constantly changing.The mere pursuit of profit and efficiency has been seriously out of touch with current corporate development requirements.In the equipment manufacturing industry,enterprises and enterprises have expanded from the competition between single explicit factors such as price and quality to the hidden elements such as service,added value and corporate development strategy.In order to cope with the fierce and cruel market,enterprises in this industry should work hard on performance evaluation,formulate and construct a scientific and sustainable performance evaluation system that is in line with the company’s overall development strategy,which is also in line with China’s enterprise reform.Development requirements,promote innovation management of enterprises,and improve economic efficiency.This paper focuses on the management of the performance evaluation system of equipment manufacturing enterprises.The first research on equipment manufacturing enterprises is because equipment manufacturing enterprises occupy a relatively important position for China’s economy and are a major industry.and the industry is also rapidly developing into high-tech,and secondly,the employment of the industry accounts for a large proportion of the total employment population,and it has a very important significance for people’s livelihood issues.Therefore,it is very important to study the management of the performance evaluation system of equipment manufacturing enterprises.The main contents of this paper are as follows:The first chapter is the introduction.It puts forward the background and significance of the research,the research ideas,the content and methods of the research,and summarizes the relevant literature at home and abroad.The second chapter is the theoretical basis.It elaborates on the relevant theories of performance evaluation theory and balanced scorecard to support the theoretical basis in the following chapters.The third chapter regards Company A as the research object,expounds the company profile of Company A and the existing performance evaluation system.And it analyzes the existing performance evaluation system and points out its problems.First,the performance appraisal based on job responsibilities is not linkedto the development strategy and goals of the company,and the purpose and meaning have been lost,which leads to a sense of emptiness and burnout.Second,the objectives of the indicators for performance appraisal are not uniformly directed and rationally allocated,resulting in inconsistent local and overall performance.Third,performance evaluation doesn ’ t implement dynamic feedback and guidance.The fourth chapter analyzes the development strategy of Company A through the investigation of Company A,and builds a development strategy at the company level.Based on this strategy,the company’s balanced scorecard performance evaluation system is constructed.It transforms the strategic goals into measurable indicators,and uses the analytic hierarchy process and the data summarized in the questionnaire to assign each indicator weights so that each task can see its importance and priority.The fifth chapter is about the implementation of A company’s performance evaluation system based on balanced scorecard,and proposes some safeguard measures.The sixth chapter summarizes the research of this paper and puts forward the shortcomings of the balanced scorecard.Through the research in this paper,it is used to solve various problems of Company A,such as low management level,unreasonable evaluation methods and failure to reflect the company’s development.It also provides theoretical and practical foundations for other similar companies.