摘要
吉林联信光学公司员工绩效考核体系优化研究
绩效考核系的良好运转是保证企业可持续发展和不断成长的源泉，是企业
获得可持续竞争优势的关键。绩效考核系也是企业战略管理的重要内容，它能
够指导企业更好地开展工作，运用科学的管理方式和管理手段增加员工的凝聚
力和工作积极性。因此，制定一套适应企业特点的绩效考核系是企业必须解决
的关键问题，特别对于中小企业提升企业业务和市场竞争力至关重要

本文以吉林联信光学公司的绩效考核系为研究对象，通过对吉林联信光学
公司绩效考核发展历程、绩效考核系的现状进行分析，明确了吉林联信光学公
司现行绩效考核系的目标和原则、绩效管理的组织结构和职责分工、绩效考核
流程。利用问卷调研总结出吉林联信光学公司的绩效考核系存在考核体系混乱、
考核指标设置随意、考核方法单一、考核流程受主观因素影响和考核结果运用
不合理的问题，并进一步提出管理的认识不足、考核指标设置不完善、考核方
法不科学、考核流程不完善和考核结果运用不当五个方面的原因。本文提出员
工绩效考核应该围绕“投产比持续优化”的目标，加强绩效考核体系的过程监
督和结果管理，不断改善关键指标，对业务数据和费用数据共同关注，对同比
数据和环比数据不断追踪。从关注结果向关注过程和结果过渡，从业务达到向
价值贡献和业务达成过渡，持续改善企业的经营质量和效率，增强企业的行业
竞争力和不断发展壮大

在此基础上，运用目标管理理论和关键业绩指标法为理论依据，制定了吉
林联信光学公司基层员工绩效考核系的优化方案。对不同岗位的员工考核不同
的指标，根据工作的性质考核过程指标和结果指标，并将基层员工的考核指标
设定在三个以内，考核体系更加明晰，工作重点更具有倾向性，量化每一个考
核指标，积极鼓励员工的工作积极性，赏罚分明，并将绩效考核的结果在薪酬II
中体现。研究还提出吉林联信光学公司绩效考核体系优化方案的实施保障。本
文认为公司为了保障绩效考核体系优化方案的顺利实施，需要提升管理者的人
力资源管理认知、建立绩效导向的工作氛围、实施项目管理机制、统筹规划与
分步实施、过程管理与持续优化的保障措施

研究提出的员工绩效考核管理体系的优化方案，期望为提升员工的工作积
极性和凝聚力提供帮助，通过激励机制牵引企业不断发展壮大，支撑企业战略
的顺利实施，为其他同行业的人力资源管理体系的提升提供解决方案

关键词：
员工，绩效考核，体系优化III
Abstract
Research on the Optimization of Performance Evaluation System of
Jilin-Lanser Optical Co., Ltd
The good operation of performance evaluation system is the key to ensure the
sustainable development and continuous development of enterprises. It is the key to
obtain sustainable competitive advantage. Performance evaluation system is also an
important part of enterprise strategic management, it can guide enterprises to better
work, the use of scientific management and management tools to increase staff
cohesion and work enthusiasm. Therefore, the development of a set of performance
characteristics to meet the enterprise system is the enterprise must solve the key
issues, especially for small and medium enterprises to enhance business and market
competitiveness is essential.
In this paper, the performance evaluation system of Jilin Lianxin Optics
Company is taken as the research object. Through the analysis of the development
process and performance evaluation system of Jilin Lianxin Optics Company, this
paper clarifies the current performance evaluation of Jilin Lianxin Optics Company
The objectives and principles of the system, the organizational structure and
performance division of performance management, performance evaluation process.
The questionnaire is used to summarize the chaos of the performance evaluation
system of Jilin Lianxin Optical Company. The evaluation index is set up arbitrarily,
the assessment method is single, the examination process is influenced by the
subjective factors and the unreasonable result of the examination result, and the
management knowledge is further raised Lack of assessment indicators set imperfect,
unscientific method of assessment, assessment process is not perfect and the use of
the results of the five reasons. This paper puts forward that the employee performance
appraisal should focus on the goal of putting into production more than continuous
optimization, strengthen the process supervision and result management of the
performance evaluation system, and constantly improve the key indicators, and pay
close attention to the business data and the cost data, and keep track of theIV
year-on-year data and the chain data. From the results of concern to the process of
attention and the results of the transition from the business to the value of the
contribution and business to achieve the transition, and continuously improve the
quality of business operations and efficiency, enhance the competitiveness of
enterprises and continue to grow and develop.
On the basis of the above, the paper puts forward the optimization scheme of the
performance evaluation system of the grassroots employees of Jilin Lianxin Optical
Company by using the target management theory and the key performance index
method as the theoretical basis. The staff of different positions assessment of different
indicators, according to the nature of the work of the assessment process indicators
and results indicators, and grass-roots staff assessment indicators set in less than three,
the assessment system is more clear, more emphasis on the work of the tendency to
quantify each assessment indicators, and actively encourage the enthusiasm of the
staff work, reward and punishment clearly, and the results of performance evaluation
in the reward reflected. The research also puts forward the guarantee of the
implementation of the optimization system of the performance appraisal system of
Jilin Lianxin Optics Company. In this paper, the company in order to ensure the
smooth implementation of the performance evaluation system optimization program,
the need to enhance the management of human resource management awareness, the
establishment of a harmonious corporate atmosphere, the implementation of project
management mechanism, overall planning and step by step, process management and
continuous optimization Safety precautions.
The paper puts forward the optimization plan of the employee performance
evaluation system, and hopes to help the staff to improve the enthusiasm and
cohesion of the work. Through the incentive mechanism, the enterprises will continue
to grow and expand to support the smooth implementation of the enterprise strategy,
and for the other human resources management system upgrade to provide a solution.
Keywords:
Staff, performance evaluation, system optimizationV
目 录
第 1 章 绪论....... 1
1.1 研究背景与意义 .... 1
1.2 研究方法与内容 .... 3
1.3 文献综述与理论基础 ........ 5
第 2 章 吉林联信光学公司绩效考核体系的现状及问题分析 .......... 9
2.1 吉林联信光学公司简介 .... 9
2.2 吉林联信光学公司绩效考核体系现状.. 10
2.3 吉林联信光学公司绩效考核体系存在的问题.. 16
2.4 吉林联信光学公司绩效考核体系问题的成因.. 21
第 3 章 吉林联信光学公司绩效考核体系优化方案. 25
3.1 绩效考核体系优化的整体思路 .. 25
3.2 员工绩效考核管理体系优化的理论依据.......... 26
3.3 员工绩效考核管理体系优化方案设计.. 27
第 4 章 吉林联信光学公司绩效考核体系优化方案的实施保障 .... 34
4.1 提升管理者的人力资源管理认知 .......... 34
4.2 建立绩效导向的工作氛围 .......... 35
4.3 实施项目管理机制 .......... 36
4.4 统筹规划和分步实施 ...... 36
4.5 过程管理和持续优化 ...... 37VI
结 论 ....
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