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ZL 集团武汉公司是一家集饲料加工、养殖屠宰、食品加工、冷链配送、品牌推广、
食品销售为一体的农业产业化国家重点龙头企业。武汉公司发展速度缓慢、效益不佳、
员工没有激情、流失率高，分析问题所在，公司领导和员工都会提到一个关键词“绩效
考核”。大部分人认为公司的绩效考核体系不科学、不公平、没有实效，而绩效考核的
关键在于指标设计
很多学者和专家认为好的绩效考核指标不仅有利于公司考核体系的改善和提升，同
时有利于员工自我提升和持续发展。设计出一套能最大程度发挥员工主观能动性和创造
性的绩效考核指标体系，保障考核激励机制的有效运行，是人力资源管理不断探索的话
题
本文以 ZL 集团武汉公司绩效考核指标体系设计为例，结合 ZL 集团武汉公司绩效考
核体系指示文件，梳理集团与武汉公司的管控关系、组织架构、部门职责等影响绩效考
核指标设计的因素，并对公司绩效考核现状进行调查分析。再根据国内外先进的绩效考
核指标设计的理论、方法和实施策略，优化 ZL 集团武汉公司现阶段的公司绩效考核指
标体系，并且为全产业链农业企业的考核指标设计提供框架和思路
关键词：绩效考核；指标设计；优化Abstract
In the current era of knowledge economy, the first resource of enterprises is human
resources, which provide enterprises with market competitiveness, and provide the eternal
driving force for sustainable development. For the enterprise, how to attract talent, retain
talent, cultivate talent, use talent, and ultimately make the personal goals of employees and
strategies of the enterprise value combined to form a unified organic whole, its key point lies
in the incentive mechanism for the enterprise performance appraisal.
ZL Group Wuhan Branch is a key leading company of the agricultural industrialization
country. It is a set of feed processing, farming slaughtering, food processing, cold chain
distribution, brand promotion and food sales. As for the slow development and the poor
efficiency of the company, as well as no passion and high turnover rate of the employees, the
analysis of those problems is the “performance appraisal”, which is a keyword mentioned by
leaders and employees in the company. Most of the company believe that the company&39;s
performance appraisal system is unscientific, unfair and ineffective ,and the key to the
performance appraisal is the design of indicators.
Many scholars and experts consider that the good performance appraisal indicators are
not only beneficial to the promotion and improvement of the evaluation system in company,
but also to employees’ self-promotion and sustainable development. Therefore, designing a
set of performance appraisal system that ensures the effective operation of the incentive
mechanism and maximizes the subjective initiative and creativity of employees, is the
continuously exploring topic of the human resources management.
Taking the design of the performance evaluation indicator system in the ZL Group
Wuhan Branch as an example, firstly, this paper analyzes the status quo of the company’s
performance appraisal by sorting factors affecting the design of performance appraisal
indicators from aspects of the control relationship between Group and Wuhan Branch，the
organizational structure ， the departmental responsibilities and so on. Then, according to
domestic and foreign advanced theories, methods and implementation strategies of the
performance appraisal indicators design, the paper aims to optimize the performance
evaluation indicator system of the ZL Group Wuhan Brach at this stage, and to provide the
framework and ideas for the appraisal indicators design of agricultural enterprises in thewhole industry chain.
Key words: performance appraisal, Index design, optimization目 录
I
目 录
1 绪论..1
1.1 研究背景与意义......1
1.2 研究的内容、目标及拟解决的问题.........1
1.2.1 研究内容及目标.2
1.2.2 拟解决的问题.....2
1.3 研究思路与方法.....2
1.3.1 研究思路.2
1.3.2 研究方法.2
1.4 论文可能的创新点.3
2 文献综述......4
2.1 绩效的相关概念和作用.....4
2.1.1 绩效的相关概念.4
2.1.2 绩效考核的作用.5
2.2 绩效考核指标体系在管理实践中的研究.5
2.3 企业发展阶段的绩效考核指标体系设计研究.....5
2.3.1 企业发展阶段的生命周期理论与特性.5
2.3.2 绩效考核体系在企业不同发展阶段的设计.....6
2.4 绩效考核指标体系设计的方法研究..........7
2.4.1 绩效考核指标设计的方法.........7
2.4.2 绩效考核指标设计的方法比较..8
3 ZL 集团武汉肉食公司绩效考核指标设计.9
3.1 公司概况及公司考核概况.9
3.1.1 公司概况.9
3.1.2 公司考核概况...10
3.2 绩效考核体系的现状分析...........12
3.3 绩效考核指标体系设计的必要性...........13
3.4 绩效考核指标体系设计的思路.14
3.4.1 绩效考核指标体系设计的准备工作....14
3.4.2 绩效考核指标体系的设计原则...........15
3.5 基于绩效考核指标体系设计开展的组织架构优化.....16
3.5.1 基于绩效考核指标体系设计开展的组织架构优化思路.......16
3.5.2 ZL 集团肉食武汉公司基于绩效价值链的部门职责..22
3.5.3 ZL 集团肉食武汉公司绩效考核指标的设计...26
3.5.4 ZL 集团肉食武汉公司绩效优化..........35武汉纺织大学硕士学位论文
II
3.5.5 ZL 集团肉食公司绩效考核指标体系..43
3.5.6 ZL 集团肉食公司绩效考核指标体系实施......44
3.5.7 ZL 集团肉食公司绩效考核结果在薪酬中的运用......45
3.5.8 ZL 集团肉食公司绩效考核结果的运用..........48
3.6 绩效考核指标体系的实施效果....
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