| Performance Evaluation System is a multi-dimensional management mechanism cored by maximizing business interests.This system can effectively enhance the implementation of business strategies.With performance evaluation,managers could better plan the working resources,including human,assets as well as company’s properties as it penetrates in the whole process of the production,while requiring all employees to take part in.As decision makers now emphasizing more on performance management,performance evaluation system is using widely in running business.But unfortunately,this mechanism cannot match perfectly to strategic management in some small-medium sized companies.In these entities,they always neglect comparative competition indicators as their accounting systems were largely dominated by results,including ROI.This mismatch may impede the strategic analyzation process of performance management while hindering its implementation.Plus,for many enterprises,the performance evaluation is just an apple of Sodom for their unadjusted rating indicators.Today,the accounting system is focusing more on strategic management,The PES led by this mechanism combines business indicators and company strategies together,delivering varied operation plans respectively.Comparing with performance evaluation dominated by traditional managerial accounting,this process is quite different.While writing this dissertation,the author reviewed some previous studies.Scholars at home and abroad have already delivered many in-depth researches toward performance evaluation system at both theoretical and practical levels.Their researches have brought the studies in many aspects including theoretical foundation,evaluation components etc.,to a new stage.The utilization of Balance Scorecard system that combines managerial accounting and performance rating has also reached a consensus among many scholars.Performance evaluation management becomes valuable only when it was integrated with real business activities.As industries varies on their performance indicators,cross sector appraisals are unfeasible and cannot offer useful experience.Previous researchers have already finished case studies about performance evaluation management in many sectors except a blind spot:medical instrument producing industry.To accomplish the study on this sector,the author introduced on-spot research of Huaxin Medical Equipment Factory,one of small-medium sized private companies in the industry based on her theoretical research.Finally,on the foundation of previous studies,in person researches,the author has built up a performance evaluation framework successfully.This mechanism was based on the Performance Prism Theory,Balance Scorecard system as well as strategic managerial accounting.While doing this research,the author was privileged having the access to the company’s internal management information via sending questionnaires,delivering semi-structural,informal interviews.This process has given the author an insight towards the company’s performance evaluation management.She also found that the operation management of Huaxin cooperation has some shortcoming:employees’ cognitive biases,incoordination between accounting system and the performance evaluation,as well as the immature performance management framework,mis-selected indicators etc.By summarizing those aforementioned issues,the author put up the specialties of performance evaluation in medical equipment industry.Guided by the business goals of Huaxin,this dissertation also offers some suggestions on optimizing the performance rating system.Some suggestions have already been accepted by the performance evaluation group of Huaxin company. |
