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1、 . . . 论文题目：（中文） 基于平衡计分卡的R单位科研部门 绩效考核体系研究 （外文） The study of performance evaluation system based on BSC for UNIT R scientific research department 所在院、系、所 ： 中国人民大学劳动人事学院 专业名称 ： 人力资源管理 论 文 主 题 词 ： 平衡计分卡；科研部门；绩效管理 摘 要平衡计分卡（Balanced Scorecard）它是由美国著名的管理大师罗伯特卡普兰(Robert S. Kaplan)和复兴方案国际咨询企业总裁戴维(David P. N
2、orton)总结了十二家大型企业的业绩评价体系的成功经验的基础上提出的具有划时代意义的战略管理业绩评价工具。卡普兰和将平衡计分卡比作“飞机驾驶舱”，在这个驾驶舱的仪表盘上显示了与企业战略相关的各种信息。平衡计分卡能从四个层面来观察企业，这四个层面是财务、客户、部业务流程、学习与成长。作为执行绩效管理的工具，近十年来平衡计分卡在全球的管理实践中得到了广泛的运用，在我国也有众多的知名企业将平衡计分卡应用于企业的绩效管理实践中，并取得了一定的效果，但将平衡计分卡应用于科研机构的理论研究与实践却不多。本文以R单位作为案例研究对象，深入剖析了单位科研部门的绩效考核现状，结合绩效管理理论，全面、系统地分析
3、了R单位科研部门绩效考核中存在的问题，找出问题产生的根源，并提出解决问题的措施，建立基于平衡计分卡的绩效考核体系。从引入平衡计分卡必要性、可行性，建立的步骤，设计具体的绩效考核指标、实施考核与结果应用，到应用效果的分析以与发现的不足等方面进行了详细的阐述，并提出了进一步优化平衡计分卡的建议。其中本文在确定关键绩效指标时，结合R单位科研部门的具体实际，加了了第三方评价层面的考核指标，由相关业务部门进行评分，以达到全面、客观地考核科研部门的整体绩效，为R单位建立一套适用于本单位科研部门的绩效考核体系提供了有意义的研究与指导。本文的研究对平衡计分卡应用于科研部门的绩效考核实践进行了探讨，对行业其它相
4、似单位完善科研部门绩效考核体系，在理论和实践上都具有可借鉴的意义。关键词：平衡计分卡；科研部门；绩效考核 / AbstractThe Balanced ScoreCard (BSC) is summed by the well known USA management Gurus MR Robert S. Kaplan,and the international consulting firm president of Renaissance Solutions MR DAVIDP.Norton, proposed landmark Strategic management tool for
5、performance evaluation, based on 12 large enterprises Successful Experiences of the performance evaluation system. Mr. Kaplan and Mr.Norton, compare the Balanced Scorecard to an aircraft cockpit, the instrument panel of which displays various information related to the enterprise strategy. BSC obser
6、ves the Enterprise from four aspects, that is, finance, client, internal business process, learning and growth. As a tool of implementing performance management, the Balanced Scorecard has been widely used in the global management for the recent ten years, in China; many well-known enterprises use B
7、SC in performance management practice, and achieved satisfactory results. However, theoretical researches and practices on the applications of Balanced Scorecard in scientific research institutions are few.The article, taking unit R as the object of case study, offers deep insight into the performan
8、ce evaluation current situation of the units scientific research department, combing with performance management theory, a comprehensive, systematic analysis of problems existing in the performance evaluation of R unit scientific research department is carried out, the root of problem is identified,
9、 and the solutions of problem are proposed, hence, the performance evaluation system based on BSC is established. In the article, a wide range of issues are expatiated, from the necessity and feasibility for the introduce of Balanced Scorecard, theestablishment procedures, the specific designed perf
10、ormance evaluation indexes, the enforcement and result application, to analysis of application effect as well as the shortage found in the use, etc., and a further suggestion for optimized Balanced Scorecard is made. When designing key performance indicators, the article combined with the specific c
11、onditions of scientific research department of R unit, increase the appraisal indicator of a third-party appraisal level, graded by relevant business departments, in order to achieve a comprehensive and objective appraisal of the overall performance of scientific research department, which provide s
12、ignificant research and guidance for unit R to establish a performance evaluation system applicable to its scientific research department .In the study of the article, the performance evaluation practices that Balanced Scorecard is applied in scientific research departments are discussed , which hav
13、e a referential significance for perfecting performance evaluation system of similar departments within the same industry within the theory and practice.Keywords: Balanced Scorecard; Scientific Research Department; Performance Evaluation目 录第1章前言11.1 选题的背景与意义11.1.1 选题的背景11.1.2 选题的意义21.2 研究的思路与方法31.2.
14、1 研究的思路31.2.2 研究的方法41.3 研究容与论文框架41.3.1 论文的框架结构41.3.2 研究容51.4 论文的贡献6第2章文献综述72.1 绩效管理的理论72.1.1 绩效72.1.2 绩效管理92.1.3 绩效考核102.1.4 绩效考核与绩效管理的区别112.1.5 绩效考核的方法综述132.2 平衡计分卡理论182.2.1 平衡计分卡理论的简介182.2.2 平衡计分卡理论的核心202.2.3 平衡计分卡战略地图202.2.4 平衡计分卡理论的特点与优势222.2.5 平衡计分卡理论的主要容252.3 平衡计分卡的应用272.3.1 平衡计分卡的应用基础分析272.3.
15、2 平衡计分卡在科研机构应用分析30第3章 R单位绩效管理现状与问题分析323.1 R单位基本概况323.2 R单位科研部门概况333.2.1 R单位科研部门组织构架343.2.2 R单位科研部门人员构成与特点353.3 R单位科研部门绩效管理现状问题与原因分析373.3.1 R单位科研部门绩效考核现状373.3.2 R单位科研部门绩效考核中存在的问题分析383.4 R单位建立平衡计分卡的可行性分析403.4.1 R单位建立平衡计分卡的必要性403.4.2 R单位建立平衡计分卡的可行性42第4章基于平衡计分卡的R单位科研部门绩效考核体系建立444.1 基于平衡计分卡的绩效考核体系建立的工作步骤444.1.1 明确绩效管理的目的444.1.2 建立完整的绩效管理流程454.2 建立基于平衡计分卡的科研部门关键绩效指标464.2.1 确定R单位科研部门的战略目标464.2.2 基于平衡计分卡确定科研部门关键绩效指标474.3 确立R单位科研部门的战略地图504.3.1 确立战略地图504.3.2 指标权重的分配504.3.3 确定R单位科研部门平衡计分卡524.4 绩效考核的实施544.4.1 绩效考核计划54
