摘要
警务辅助人员这一崭新的名词近年来逐步步入了人们的生活，作为一个新的职业
随着 2012 年 7 月 1 日《苏州市警务辅助人员管理办法》的颁布和实施其在苏州社会
活动中扮演着越发重要的角色。实际上长期以来，这支队伍一直存在，只是从其用工
性质上与公务员、事业单位等政府用工有着本质的区别。从 90 年代后期出现的各种
群防群治的民间组织发展到后来的由市公安局下属的保安公司管理和使用的用工，再
发展到 2012 年立法后至今的现状，其实质是由苏州市各级人民政府进行全额保障的
与各级公安机关签订劳动用工合同的工作人员。这支队伍的本质更类似于国有企业员
工，只是其用工主体由国有企业（保安公司）变为了各级国家机关，因此单从绩效管
理的角度出发，运用企业化的绩效管理理论去研究这支特殊性质队伍的绩效考核和管
理工作更为贴切。随着这支队伍在苏州警务工作中扮演的角色越发重要，其队伍管理
水平也需要有一个质的提升，尤其是绩效考核管理方面，存在很大的提升空间。目前，
苏州市警务辅助人员这支人民警察得力助手队伍，越来越受到社会的关注，党委政府
也对其抱有殷切的期望。因此，探究如何构建一套有效、科学的辅助人员效考核指标
体系有着十分重要的现实意义

从 20 世纪 90 年代以来，随着中国经济的腾飞，企业绩效管理思维得以引入。绩
效考核已经得到了广泛研究。但是针对警务辅助人员这支特殊群体的绩效考核的研究
仍然属于空白。由于其用工的特殊性，尚无现成的理论指导，考核指标体系的设计更
多的是停留在基础用工需求层面。较为成熟的企业绩效管理理论完全有条件作为其构
建绩效考核指标体系的引路明灯。根据公安部改革办以及苏州市公安局党委的相关要
求，苏州市公安局作为全国公安工作深化改革试点单位之一，承担了警务辅助人员队
伍深化改革的任务。借此契机，苏州市公安局由政治部辅助人员管理处牵头着手进行
苏州市警务辅助人员队伍管理工作进行改革。笔者作为辅助人员管理处专项负责辅警
队伍绩效考核工作的一员，力求通过借鉴企业化的绩效管理模式，探究构建适合苏州II
市警务辅助人员的绩效考核指标体系方法。笔者从绩效考核理论入手，阅读大量文献
资料、数据材料，借鉴企业绩效考评体系中的 KPI、工作分析、360 度评价等理论对
苏州市警务辅助人员队伍的绩效考核公共指标、自定义指标的设置进行了尝试。并对
如何构建完整的辅助人员绩效考核指标体系提出了建议，为苏州和全国的警务辅助人
员队伍绩效管理提供了参考

关键词：绩效考核 关键绩效指标 工作分析法 360 度评价法
作 者：高钦
指导老师：袁勇志1
III
Study on the Performance Appraisal Index System of the
Auxiliary Police Officers in Suzhou
Abstract
Auxiliary police officer is a new term that has gradually come into people&39;s sight in
recent years and it has played a more important role in social activities in Suzhou with the
implementation of Regulations of Suzhou Auxiliary Police Personnel Management on July
1, 2012. In fact, this group of police officers has existed for a long time，but its way of
employment is essentially different from that of civil servants and government workers.
From the non-governmental organizations in the late 90s and the employees of the security
companies attached to the Municipal Public Security Bureau to the present way of
employment since the implementation of the law in 2012, the nature of auxiliary police
officers has finally been defined - they are officers contracting with Security Bureau at all
levels and under the full protection of Suzhou Municipal People&39;s government. The team&39;s
way of employment is more similar to that of the employees of state-owned enterprises,
but the employer of the later is state organs instead. So it’s quite appropriate to study it
with the theory of performance management. With the more important role it has played,
the way of its management also needs to be updated and improved, especially in the aspect
of performance appraisal management. At present, as the the right-hand man of police,
auxiliary police officers have got more and more attention from the government and the
whole society. Therefore, it is of great significance to set an effective performance
appraisal system of them.
Though the performance appraisal theory has been introduced and widely studied
with the rapid development of China’s economy since 1990s, the study on this special
auxiliary police officers is still blank. Due to its specialty and lack of theoretical guidance,
the performance appraisal index system of the auxiliary police needs a mature one like that
of the one used in the enterprises as its model. As required by the Ministry of Public
Security Office, Suzhou municipal public security bureau has undertook the task of reform
and development of this special team. Taking this opportunity, as a member of the auxiliaryIV
personnel management office responsible for the special auxiliary police officers’
performance appraisal index system, the author tries to put forward some suggestions on
the reform of the team management with reference to the Performance Appraisal Theory,
360-degree Evaluation Method, KPI Theory and so on.
Key words: performance appraisal, key performance indicators, Work Analysis
Theory, 360 Degree Evaluation Method
Written by GaoQin
Supervised by YuanYongZhi1
目 录
绪 论·1
1.1 选题的研究背景 ·1
1.2 选题的研究目的 ·2
1.3 选题的研究意义及创新之处 ·2
1.4 选题的研究方法 ·3
1.5 文献评述 ·3
1.5.1 国外研究现状 ··3
1.5.2 国内研究现状 ··5
1.5.3 文献综述 ··6
第一章 相关概念与理论基础 ··8
1.1 绩效管理的概念及其构成 ·8
1.1.1 绩效管理的概念 ··8
1.1.2 绩效管理的构成 ··8
1.2 绩效管理的功能分析 ·9
1.2.1 促进组织和个人绩效的提升 ··9
1.2.2 促进管理流程和业务流程优化 ··9
1.2.3 保证组织战略目标的实现10
1.3 绩效考核指标体系理论 ·· 10
1.3.1 绩效考核的概念10
1.3.2 绩效考核指标的概念10
1.3.3 以关健绩效指标(KPI)为核心的绩效管理理论 10
1.3.4 工作分析理论11
1.3.5 360 度反馈评价体系 · 11
第二章 苏州市警务辅助人员绩效考核现状及问题 13
2.1 苏州市警务辅助人员绩效考核现状 ·· 13
2.2 苏州市警务辅助人员绩效考核存在的问题 ·· 14
2.2.1 绩效管理方式粗放，缺少基础的理论指导142.2.2 绩效管理制度不完善，缺乏完整的绩效考核体系14
2.2.3 绩效考核结果的运用浅显，地区差异严重15
2.2.4 绩效考核指标体系缺乏必要的技术支撑15
第三章 苏州市警务辅助人员队伍绩效考核存在问题的原因 16
3.1 苏州市警务辅助人员绩效考核缺乏科学的设计理念 ·· 16
3.2 苏州市警务辅助人员绩效考核缺乏有效的考核机制 ·· 16
3.2.1 绩效考核指标模糊，缺乏科学性16
3.2.2 绩效考核指标体系过于松散，缺乏统一性17
3.2.3 绩效考核过程相对封闭，缺乏比较
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