摘要
长期以来，公务员队伍管理主要依靠党纪政纪以及部门规章制度，管理重点在于约
束，在激励机制建设方面，理念相对落后，制度不够完善。近年新修订的《中华人民共
和国公务员法》规定：“国家公务员实行分类绩效管理”。近期，中央深改组还要求“着
眼于提高管理效能和科学化水平，确立体现工作性质和职位特点的职业发展通道，分类
录用、分类考核、分类培训，突出对公务员特别是基层公务员的持续激励，更好调动公
务员积极性”。可以说，健全完善面向公务员个体的分类绩效管理体系，已经成为我国
公务员绩效管理实践发展方向的必然要求

北京市 A 局是全国同系统内的传统业务强局，2003 年以前，绩效排名始终稳定在系
统第一，但是，2004、2005 年，A 局的业务绩效出现大幅滑坡。A 局领导班子对此进行
了分析总结，认为除了业务层面问题外，队伍管理不科学、不精细、不专业，也是导致
绩效滑坡的重要因素之一，急需在制度上调整完善、提档升级。A 局在学习借鉴企业绩
效管理理念的基础上，经过试点探索，于 2010 年全面实施了干部分类绩效管理制度改
革，建立了以组织目标和岗位职责为核心，定岗、定责、定性、定量相结合的“企业化”
绩效管理体系，业务工作再次取得跨越式发展。但是，由于公务员分类绩效管理一定程
度上突破了固有行政生态，且没有成熟、可供借鉴的经验。在实行分类绩效管理几年后，
A 局又遇到队伍不稳、岗位空缺、绩效拉动后程乏力、上岗容易下岗难等突出问题

本文基于 A 局业务和队伍管理实际，在分析该局干部分类绩效管理前期实践的基础
上，结合企业绩效管理理论，重点研究如何健全完善符合 A 局发展战略和干部队伍特点
的分类绩效管理体系，并对其分类绩效管理体系进行优化设计。主要内容：一是介绍了
关于公职人员激励机制的研究现状。二是综述了公务员分类绩效管理相关理论。三是列
举分析了国外公共部门绩效管理实践情况。四是介绍了 A 局干部分类绩效管理体系，并
对其实施分类绩效管理后的问题进行了分析，明确了改进方向。五是重点从理论基础、
岗位设置、岗位系数、考核内容等方面对 A 局分类绩效管理体系进行了优化设计。六是
提出了完善分类绩效管理体系相关配套保障措施

关键词：分类绩效管理 优化设计 岗位说明书 工作任务书 岗位系数IV
Abstract
For a long time，the civil servants management relies mainly on the department of CPC
party disciplines and rules and regulations，management is focused on，in terms of incentive
mechanism construction ， idea is relatively backward ， the imperfection of the system.
Recently，the central deep reorganization also requires a focus on improve the management
efficiency and scientific level，manifests the nature of work to establish career paths and job
characteristics，classification，classification， evaluation，classification training， highlight
of the civil servants in particular of the civil servants at the grass-roots level constant
encouragement，better arouse the enthusiasm of civil servants。The classification of the civil
servant performance management system has become the development direction of civil
servant&39;s performance management practice in our country.
Bureau A is with the system of the country&39;s traditional business Jiang Ju，2003 years
ago，the performance rankings stable is always the first group in the system，but，in 2004 and
2005，A bureau of business performance showed A sharp decline. A bureau leadership have
carried on the thorough summary ， thought in addition to business level issues ， team
management is not science，not careful，not professional，is also one of the important factors
that lead to performance of landslide，need adjustment in system and mechanism perfecting
and upgrading. Bureau A on the basis of learning from enterprise performance management
idea，after pilot exploration，in 2010，the full implementation of the reform of the cadre and
classification performance management system ， establish the organizational goals and
responsibility as the core，create positions，the proportional amount，the combination of
qualitative and quantitative enterprise performance management system， business work to
achieve leapfrog development again. But ， as a result of the civil service classification
performance management to a certain extent，broke the inherent administrative ecology， and
there is no mature and experience can be used for reference. In the classification of
performance management inA few years，A bureau again meet team instability，openings，
performance boost after the process lack of power，some outstanding problems，such as jobV
is easier than to be laid off.
This article is based on A bureau business and practical management team, based on the
analysis of the bureau cadres classified on the basis of the early stage of the performance
management practice, combined with the enterprise performance management theory, focuses
on how to consummate the accord with the characteristics of A bureau of development
strategy and cadres classification performance management system, and its classification
performance management system optimization design. Main contents: one is an introduction
about the research status of incentive mechanism of civil servants. 2 it is summarized the
classification of civil servant performance management theory. Three is the analysis of the
foreign public sector performance management practice. Four is A cadre of bureau of
classification performance management system is introduced, the effects after the
classification and the implementation of performance management, problems are analyzed,
and clear the improvement direction. Five is the focus from theoretical basis, post Settings,
coefficient, evaluation content of position, etc of A bureau of classification performance
management system optimization design was carried out. Six from the related security
measures put forward Suggestions for perfecting the classification and performance
management.
Key Words: classification， performance management， optimization design， job
description， work commitments， job coefficientVI
目 录
摘要.III
Abstract...........IV
1 引言...1
1.1 研究目的及意义...........1
1.2 研究现状...........3
1.2.1 我国公共部门绩效管理实践发展脉络与现状....3
1.2.2 公共部门人力资源激励机制研究现状....3
1.3 研究思路和方法...........5
1.3.1 研究思路....5
1.3.2 研究方法....5
1.4 创新点...6
2 公务员分类绩效管理相关理论.......7
2.1 公务员分类绩效管理的主要内容...........7
2.1.1 公务员分类绩效管理的概念........7
2.1.2 公务员分类绩效管理的内容........7
2.1.3 公务员分类绩效管理的性质........7
2.1.4 考核方式....7
2.2 公务员分类绩效管理的政策依据
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