Aligning Performance Management Practices with Corporate Strategy: The Case of Company A

• Main Authors: Chung-Fu Wu, 吳仲莆
• Other Authors: Luo-Lu
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/36128901171195380308

碩士 === 國立臺灣大學 === 商學研究所 === 104 === ABSTRACT With the change of industrial environment, the pressure of global business competition have been increasing day by day. For the large or the small and medium-sized enterprises, they have been positively adjusting internal and external''s strategy direction, hoping to promote own competitive power. However, many great strategy formulations and the choices uncertainly make the successful result, the reasons lay in the strategies whether can carry out and execute. The enterprises must consider internal and external environment factor, company''s prospect, the human resources and so on, they will be able to formulate an explicit strategy goal for the future direction; But merely formulated strategic goal was not enough, the strategy must transmit for each departments unit to carry out and the result needed to evaluate by performance appraisal system. Therefore, in order to achieve strategic goal successfully, enterprises also needed to consider strategic transmission and performance appraisal. This research used the case study method and interviewed transcripts of senior manager as analytic data, hoped to find the problem from development process of strategy and performance management and makes the comments to the enterprise. This research result showed by three items , as follows: (1) Strategic goals may classify by important degree so that employees could focus key goal. On the other hand, focusing important goal will simplify complexity of department strategy goal and performance goal. (2) Before enterprise adopted performance communication system, first of all, they must aim at manager''s communication skill to carry on the training. Secondly, they needed to integrate performance communication system with manager’s rating system, in order to avoid wasting resources for error performance communication. (3) Built the traces and supervises system of resources distribution and integrated resources distribution as manager’s rating, in order to avoid the wrong disposition condition. Keywords：Strategic Performance Management, Critical Success Factor, Key Performance Indicator