摘要
Abstract
As the actual practitioners undertaking the functions of academic social organizations,full-time society staff have long faced persistent problems in their performance evaluation and incentive mechanisms,including disconnection from organizational strategies,insufficient efficiency,single incentive tools and lagging functional design.Drawing on the Balanced Scorecard theoretical framework,this paper attempts to systematically restructure performance evaluation and incentive mechanisms for full-time society staff.By decomposing the society's strategic objectives into four dimensions—mission and governance,members and clients,internal processes,learning and growth—the paper constructs a performance evaluation indicator system tailored to the characteristics of academic social organizations,and designs dynamically coordinated and optimized incentive mechanisms matching the system.The research shows that the Balanced Scorecard transforms performance evaluation from task-oriented to strategy-oriented,facilitating alignment between individual behaviors and organizational goals.Despite challenges in establishing a Balanced Scorecard-based evaluation and incentive system,gradual pilot promotion,sustained training and communication,and dynamic adjustment adapted to different developmental stages of societies can help organizations break through current bottlenecks in human resource management and move toward strategic cohesion and sustainable vitality.关键词
学会/学会专职人员/绩效评价/激励机制/平衡计分卡Key words
Academic societies/Full-time society staff/Performance evaluation/Incentive mechanism/Balanced scorecard分类
社会科学
