我国大型体育场馆运用平衡积分卡的绩效管理研究

Using Balanced Scorecard in Performance Management in Large Stadiums in China

采用文献资料、专家访谈等方法,以洪山体育中心作为个案,对其绩效管理中运用平衡计分卡的效果进行探讨,并指出我国大型体育场馆以平衡计分卡作为绩效管理工具时存在管理者与员工缺乏正确、统一的绩效管理认知、长期战略目标不清晰、量化指标体系构建有失偏颇、照搬模仿成功的绩效管理模式等问题。提出积极开发、修正符合场馆特色的平衡积分卡、场馆管理部门要以深刻理解运用平衡计分卡为前提条件、运营单位要积极看待平衡计分卡的投入与产出、勿使平衡计分卡作用局限于员工绩效考核方面、切勿照搬企业或者其他非盈利组织的模板等建议。

Though methods of literature and expert interview, the effect of using the balanced scorecard in the performance management in Hongshan sports center were discussed as a case, and problems are pointed out with the balanced scorecard as a performance management tool in large stadiums, such as managers and employees lack of correct, unified performance management cognition, long-term strategic goal being not clear, construction of quantitative index system being biased, copying and imitating the successful mode of performance management. This paper puts forward suggestions such as actively developing and fixing the balanced scorecard confirming to the characteristics of venues, venue management department deeply understanding the premise condition of using the balanced scorecard, operational units actively looking upon the input and output of the balanced scorecard, not making the balanced scorecard being limited to use in assessing the performance of employee, being sure not copying the template of enterprises or other non-profit organizations.