摘要
企業(yè)績效評價是指對企業(yè)整體經(jīng)營業(yè)績和運作效率所作的綜合性評價。傳統(tǒng)的企業(yè)業(yè)績評價體系不能全面、動態(tài)地反映企業(yè)經(jīng)營過程中的問題，更不能與組織的戰(zhàn)略目標和戰(zhàn)略管理手段實現(xiàn)有機融合。正因為其存在諸多的不適應性，理論界和實務界越來越多地致力于績效評價理論的創(chuàng)新。20世紀90年代以來，EVA(Economic Value Added，經(jīng)濟增加值)和BSC(Balanced Score card，平衡計分卡）作為績效評價理論的創(chuàng)新，對現(xiàn)代企業(yè)的管理產(chǎn)生了重大的影響。但兩者在應用上具有局限性，可是他們具有較好的互補性，所以將EVA融入到平衡計分卡中，形成了一種新型的企業(yè)業(yè)績評價方法——EVA綜合計分卡來對xx數(shù)碼科技有限公司進行績效評價。
對構建的績效評價體系，建立一套適應北京數(shù)碼科技有限公司績效評價體系。運用建立的績效體系解決北京數(shù)碼科技有限公司存在的問題。在運用中采用層次分析法、綜合系數(shù)法解決了各指標權重的設置問題，同時通過對綜合績效評價數(shù)值的計算，實現(xiàn)了對該企業(yè)績效評價，并提出了改進該企業(yè)管理的建議。通過案例分析，證明該績效評價指標體系可以作為該公司進行績效評價時的參考。對所作的研究進行總結，提出研究中存在的問題及其改進意見。


關鍵詞 績效評價 績效評價體系 EVA綜合計分卡 平衡計分卡

Abstract
Enterprise performance eva luation refers to the overall business performance and operational efficiency eva luation of the integrated. Traditional enterprise performance eva luation system can not be comprehensive and reflect the dynamic business process, but not with the Organization's strategic objectives and strategies to achieve an organic integration of management tools. Because it is not adaptive, there are many theoretical and practical performance of more and more committed to the theory of innovation. 20th century since the 90's, EVA (Economic Value Added, Economic Value Added) and BSC (Balanced Score card, BSC) as a performance eva luation of the theory of innovation,
The management of modern enterprise has had a major impact. But both have limitations in the application, but they complement each other better, so this article will be EVA into the Balanced Scorecard, the formation of a new type of enterprise performance eva luation method - EVA comprehensive scorecard to Kim Yong-Digital Technology Co., Ltd. to carry out performance eva luation.
Construction of the performance eva luation of the system to adapt to the establishment of a Digital Technology Co., Ltd. Beijing performance eva luation system. The use of established performance system solution Beijing Digital Technology Co., Ltd. problems. Used in the application of analytic hierarchy process, a comprehensive method to solve the weight of the indicators of the setting, at the same time a comprehensive performance eva luation by numerical calculation, the realization of the corporate performance eva luation, and suggestions to improve the enterprise management. Through case studies proved that the performance eva luation index system can be used as performance eva luation of the company at the time of reference. Of the study concluded thatTo study the problems and improvements.
Keywords Performance Assessment Comprehensive Performance Assessment System EVA Scorecard Balanced Scorecard
目錄
摘要 2
ABSTRACT 3
第1章 緒論 6
1.1 選題的背景 6
1.2 國內(nèi)外研究的現(xiàn)狀 7
1.2.1國外研究現(xiàn)狀 7
1.2．2國內(nèi)研究現(xiàn)狀 9
1.3 研究目的和意義、思路及方法 10
1.3.1 研究目的 10
1.3.2 研究意義 11
1.3.3 研究思路 11
1.3.4研究方法 11
第2章 企業(yè)績效評價相關理論 12
2.1企業(yè)績效評價涵義 12
2.1.1企業(yè)績效評價涵義 12
2.1.2企業(yè)績效評價設計的原則 13
2.2經(jīng)濟增加值 14
2.2.1 EVA(經(jīng)濟增加值)的概述和基本思路 14
2.3平衡記分卡 15
2.3.1平衡計分卡的概 15
2.3.2 平衡計分卡的內(nèi)容 16
第3章 XX數(shù)碼科技有限公司績效評價體系方法的確定 18
3.1 公司基本情況 18
第4章XX數(shù)碼科技有限公司的績效評價體系構建 21
4.1XX數(shù)碼科技有限公司績效評價體系評價的方法 21
4.2 公司績效評價指標的設計 21
4.2.1財務層面績效評價指標體系 22
4.2.2客戶層面績效評價指標體系 23
4.2.3內(nèi)部業(yè)務流程層面績效評價指標系 24
4.2.4學習與成長層面績效評價指標體 25
4.3 公司績效評價指標權重的設 26
4.5xx企業(yè)績效評價指標體系建存在的問題及成因分析 33
結論 34
致 謝 35
參考文獻 36
附錄1 38
附錄2 42