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本文在绩效考核相关理论的研究基础上,采用会议座谈、满意度调查法对
LT公司中层管理人员绩效考核的现状进行深入调研分析,发现公司在中层管理
人员绩效考核方面确实存在一些问题,主要是两个方面:指标和流程。指标方面
存在的问题主要是主观性指标过多,职能部门与经营部门的考核体系不平衡,考
核指标的权重较为分散且导向性不强。流程方面存在的问题主要是企业高层领导
对绩效考核目的和作用认识不足,大多数中层管理人员对绩效考核的目的存在认
知上的误解,并没有认识到绩效考核管理对于促进绩效改善的巨大作用。
本文重点对LT公司中层管理人员绩效考核方案优化设计与实施方案进行了
系统阐述,在制定绩效考核方案优化设计目标时,选用平衡计分卡法和关键绩效
指标法作为此次方案优化设计的绩效考核方法。针对LT公司目前中层管理人员
在绩效考核方案中存在的问题,在对平衡计分卡法和关键绩效指标法两种绩效考
核方法的原理及核心思想的认识和理解基础上,利用平衡计分卡对LT公司绩效
评价要素进行深入分析,利用关键绩效指标对公司的价值体系进行层层分解,最
终明确出LT公司关键价值驱动因素,从而找出对企业具有重大影响的关键绩效
考核指标,选择公司内较为典型的经营部门和职能部门,对其现行的绩效考核方
案进行的优化设计工作。
最后,对LT公司中层管理人员绩效考核方案优化设计内容进行总结,给出
结论及展望。
关键词:LT公司;绩效考核;优化设计;平衡计分卡;关键绩效指标
ABSTRACT
With tiie rapid development of the telecom industry, LT company faces
competition from a wide range of pressure. Corporate middle managers as the
backbone,work attitude and professional quality of the operation and management of
enterprises and economic benefits have far-reaching effects. The establishment of a
scientific and reasonable middle management personnel performance appraisal
program is an important guarantee to improve the competitiveness of its core
businesses.
In the study on the basis of the performance appraisal theory, the use of the
conference discussion, conduct in-depth research and analysis of the satisfaction
survey on the status of the middle-level management personnel performance appraisal
of the LT company, found in middle management personnel performance evaluation,
the existence of the following issues: the main two aspects: indicators and processes.
Indicators exist subjective indicators excessive, functional departments and the
production and operation of the department&39;s assessment system imbalance, weight
assessment indicators are more dispersed and not oriented. Process there is a corporate
senior leadership is inadequate understanding of the purpose and role of performance
appraisal, and most middle managers for the purpose of performance appraisal
cognitive misunderstanding exists,does not recognize the great role of performance
appraisal and management to promote performance improvement
Tliis article focuses on LT company middle management performance appraisal
program to optimize the design and implementation of the program were
systematically expounded optimize design performance, optimize the design goal in
the development of performance appraisal program,as the program of choice of the
Balanced Scorecard law and key performance indicatorsassessment methods. LT
company middle management personnel performance appraisal program exists,
through the awareness and understanding of the principles and core ideas of the
Balanced Scorecard method, key performance indicators law, using the Balanced
Scorecard performance evaluation elements of LT company in-depth analysis, key
performance indicators of the company&39;s value system decomposition, clear LT
company most critical value drivers, in order to determine the key positions and
departments, to identify key performance indicators have a significant impact, choose
typical operating departments their current performance appraisal program for the
optimization of the performance appraisal indicators design work.
Finally, LT company middle management personnel performance appraisal
program to optimize the design content summary conclusion is given.
Keywords: LT Company; performance appraisal; optimal design; Balanced Scorecard;
Key Performance Indicator
第1章绪论
1.1选题的背景和意义
1.1.1选题的背景
改革开放以来,中国电信业取得了举世瞩目的成就,就网络规模、用户规模
和技术层次而言,与世界一流电信企业相比毫不逊色。2008年10月,国务院公
布电信企业重组方案,由六家通信行业运营商重组为三家,即中国联合网络通信
有限公司、中国电信公司和中国移动公司。LT公司是集团公司在山东地区设立
的分公司,是目前**市网络规模最大、综合通信能力最强的基础电信运营商,下
辖10个县级分公司,承担着**市560万人口的通信服务和党政专网、应急通信
任务。整合后的LT公司处在三大电信运营商激烈的市场竞争环境下,要在如此
残酷的形势下生存和发展,当务之急就是要提高企业自身的核心竞争力:外部提
高公司产品的市场份额,内部加快提升企业的综合管理水平。
中层管理人员作为企业的中坚和脊梁,具有重要的作用,人员的业务素质和
工作业绩将会对企业的管理效率和经济效益产生巨大的影响。在企业的领导层做
出决策后,中层人员往往需要按照领导要求的计划将业务目标在自身部门中进行
一系列的分解工作,落实到每一个具体的项目任务。中层管理人员是本部门执行
小组的领导者和设计者,要在领会企业战略目标的基础上,注意选择完成任务的
策略和方法,又要时刻关注实际工作绩效。
LT公司目前尚未建立一套较为完善的中层管理人员绩效考核方案,当前使
用的绩效考核方案存在以下几个问题:绩效考核指标的选择上缺乏导向性;经营
部门和职能部门的考核体系不平衡;绩效考核过程的主观性较强。因此,需要根
据企业自身情况,正确认识绩效考核中存在的问题,重新审视原有的绩效考核体
系,对现有绩效考核方案进行优化设计,建立客观公正、科学合理的中层管理人
员绩效考核方案,以适应竞争激烈的电信业快速发展时代,提升公司整体的绩效
考核管理水平。
