互联网+时代，全球经济更加快速发展，外部市场和竞争环境瞬息万变，任何一个
企业不得不面对各种机遇和挑战，面对纷扰复杂的生存环境和强大的竞争压力

中小企业或者旧有的财务结果导向的评价指标体系，因其单一，无法全面反映企
业的综合绩效，不能满足对全过程的评价和监控，不能全面整体的适应企业发展
战略，对于中大型企业是一种损失。这些企业要求及时、准确、有效地对经营部
门进行绩效评价和反馈执行，就必须建立起相应科学的企业绩效评价体系

本论文是对 A 公司部门绩效评价体系的案例研究，通过整理国内外绩效评价
体系的理论研究，在经过方法论比较后，对 A 公司各经营部门的实际情况和绩效
考核评价进行严谨科学剖析，指出存在问题和不足，采用平衡计分卡，在原理论
基础上给出进一步的完善建议，指出打造员工、部门、公司协调同步的重要性，
打破原先财务指标单一评价的局面，改造不科学不合理的绩效评价体系，促使 A
公司在短期利益指标和长期战略指标、财务指标和非财务指标以及内外部指标方
面形成平衡，共同助力企业经营整体战略目标的实现和发展

对于 A 公司过去绩效情况，逐渐综合公司、部门、员工等不同层次的量化考
核方式，在薪金、培训、职业生涯设计等方面结合绩效考核的结果，通过绩效管
理全过程的监控、反馈和沟通，适时举行绩效结果沟通讨论会，加强对企业战略
的宣贯和绩效考核的指导沟通，为企业经营目标和战略实施负责，形成绩效管理
有效的反馈和监督机制，实现经营管理优化。也希望能对类似企业提供绩效评价
体系方面的参考模板，在经营战略与绩效管理上逐渐走出一条科学规范的道路

关键词：绩效评价体系；平衡计分卡；绩效管理II
Abstract
The performance evaluation of corporate sector is a must face in the business is very
practical and important subject, it plays an important role in the operation will affect the
healthy and rapid development of enterprises, one of the core issues to enterprise management.
Internet plus era, the global economy more rapid development, the externalmarket and
competitive environment, any enterprises have to face the opportunities and challenges facing
the upheaval of the environment is complex, and the strong competition pressure. Small and
medium-sized enterprises or the old financial results oriented evaluation index system,
because of its single, can not fully reflect the performance of enterprises, can not meet the
evaluation of the whole process and comprehensive monitoring, can not adapt to the business
development strategy for medium and large enterprises is a loss. These enterprises require
timely, accurate and effective performance evaluation and feedback implementation of the
business sector, it is necessary to establish a scientific performance evaluation system.
This paper is a case study of A company&39;s performance appraisal system, through the
theoretical research on finishing performance evaluation system at home and abroad, through
the methodology of comparative analysis, rigorous science to the actual situation and the
performance evaluation of A company each operation Department, points out the existing
problems and shortcomings, the use of the balanced scorecard, in the original basis give
further suggestions, points out to create employees, departments and the company coordinated
the importance of breaking the original single financial index evaluation of the situation, the
performance evaluation system reform is not reasonable and scientific, prompting A in the
short-term and long-term strategic interest index indicators, financial indicators and
non-financial indicators and indicators of internal and external balance, to achieve
commondevelopment and boosting business overall strategic objectives.
For A past performance, gradually integrated companies, departments, employees and
other quantitative assessment of the way of different levels, combined with the performance
evaluation results in the aspects of salary, training, occupation career design, by monitoring
the whole process of performance management, timely feedback and communication for
performance communication forum to strengthen corporate strategy implementation and
performance appraisal guidance communication, business objectives and the implementation
of the strategy for the formation of effective performance management feedback and
supervision mechanism, management optimization. Also hope to be able to provide aIII
reference template for the performance evaluation system ofsimilar enterprises, in business
strategy and performance management gradually out of a scientific and standardized way.
Key Words：Performance evaluation system; Balanced Scorecard; performance managementIV
目 录
第 1 章 绪论....1
1.1 研究背景及意义 ........... 1
1.1.1 研究背景... 1
1.1.2 研究意义... 1
1.2 研究内容与方法 ........... 2
1.2.1 研究内容..... 2
1.2.2 研究方法..... 2
1.3 本研究的创新 ... 2
1.3.1 优化部门内部管理. 3
1.3.2 帮助目标企业优化薪酬体系......... 3
第 2 章 国内外研究现状........4
2.1 国外研究现状 ... 5
2.2 国内研究现状 ... 6
2.3 国内外绩效评价方法研究述评 ........... 7
第 3 章 A 公司部门绩效评价现状分析......10
3.1 A 公司基本情况.......... 10
3.2 A 公司发展优势分析.. 10
3.2.1 理念的与时俱进... 10
3.2.2 运输网络全覆盖... 11
3.2.3 新技术的研发应用........... 11
3.3 A 公司绩效管理现状..... 11
3.3.1 营运部门绩效管理现状... 11
3.3.2 市场部门绩效管理现状... 12
3.3.3 客服部门绩效管理现状........
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