[관리회계] 한국전력공사 KEPCO 경영성과 평가를 위한 균형성과표(BSC)(영문)
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- 2010.11.29 / 2019.12.24
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추천 연관자료
- 목차
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1. Introduction
2. KEPCO Overview
2.1 Business Model
2.2 Financial Performance
2.3 Organization & Staff
3. SWOT Analysis
4. Current Balanced Scorecard
4.1 Mission & Strategy
4.2 Current BSC
5. Critical Analysis
5.1 Potential issues & Difficulties
5.2 Recommendations
6. Appendix
7. References
- 본문내용
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3. SWOT Analysis
Under the current situation of KEPCO, strengths, weaknesses, opportunities and threats of the company have been derived. Based on this analysis, we believe that we can clarify whether or not the company is good enough to follow its strategic vision to perform well under the current KPIs.
In terms of strength, KEPCO is doing excellent with its ‘performance-based evaluation’. KEPCO has proved that even a public enterprise has ways to motivate employees with performance-based assessment. For example, it has established a stable internal evaluation system so that every employee and the whole company are familiar with the evaluation system. Also, the company is making its best effort to expand this evaluation culture trying to activate the evolution system throughout the company. Another remarkable strength of KEPCO is that the company is applying the highest and the best level of bonus to employees. Employees can enjoy significant amount of bonus as long as they come up with the corresponding performance. Such culture of motivation definitely leads the whole company not only to work hard, but to bring out the high quality output.
However, KEPCO is also thought to hold weaknesses. That is to say, the profitability performance evaluation indexes of the company are not effectively established. Despite the strong willingness of the top management towards the performance evolution, the index which can actually measure employees’ performance was not systematic. And since the assessment function is not working properly, it is hard to tell the performance depending on the level of employees. Also, unexpected problems have risen in that the evaluation department which is in charge of the employees’ evaluation has too much work to do. Overwhelming burden on the shoulder of evaluation department is obviously one of the greatest challenges KEPCO is now facing.
Nevertheless, KEPCO has bright side with its potential and opportunities. Most of all, CEO and the top management has uncompromising will toward innovation. CEO is willing to lead the company with innovative objectives. Whatever weakness the company could have, CEO would improve it. Another opportunity of KEPCO is that the company is fostering the right people for the company. , KEPCO is looking for the ‘right’ people who are committed to the company and have potential to contribute to the company not only in the recruiting process, but also by personnel management. Lastly, KEPCO itself is transforming into a ‘profit center’. Change into ‘profit center’ is very much optimistic for the company since the profitability of company would improve and increase more in the near future.
Some threats our team could consider was ‘department egoism’. Since every department is willing to be the highly-ranked department in the company, there is a potential threat that departments or lower branches of KEPCO may not help one another, but rather focus on their own success. This atmosphere would seriously harm the performance of the whole company. Also, employees may suffer with increased fatigue due to excessive competition. Employees may have too much concern with ‘performance evaluation’ so that they would not concentrate on the company’s prosperity. Too much emphasis on the individual performance would make the employees ignore the performance of the company as a whole.
Under this SWOT analysis, our team drew out four strategies; diversification strategy, key strategy, strengthening strategy and bypass strategy.
Diversification strategy is to reinforce the strengths and opportunities of the company. Two big action plans for the diversification strategy is to set the certain gap for bonus and execute the systematic management on low performance. By setting the certain gap between the bonus, employees would get more incentive to perform better.
Key strategy is to redesign the profitability assessment index and simplify the assessment index based on key businesses. By simplifying and redesigning the profitability assessment, more effective evaluation of the profitability would be conducted.
Strengthening strategy is to increase the reasonability on assessment and to periodically reflect employees’ opinion on the evaluation process. This strategy may be useful to decrease fatigue on evaluation, since strengthening strategy pursue open communication amongst employees.
Last but not least, bypass strategy is to secure the fairness on evaluation and activate the communication between the management and the labor force. This strategy is expected to prevent some downturns which may incur from threats and weaknesses of KEPCO.
4. Current Balanced Scorecard
4.1 Mission & Strategy
Since the purpose and objective of this project is to establish new innovative balanced scorecard, it is inevitable to identify KEPCO’s overall mission, vision and other relative matters such as action plans or strategic objectives. In fact, four perspectives of balanced score
- 참고문헌
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- www.kepco.co.kr
- www.dart.fss.or.kr
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