I
G公司核心员工绩效考核体系设计研究
姓名：汤杰欣导师姓名：廖明岚学位类别：工商管理
领域：人力资源管理 年级：2016级
摘要
随着世界经济的迅猛发展，中国经济新常态的到来，在习近平总书记的指引下，经济
结构的对称性趋于常规化，企业间的竞争变得越来越激烈。现代企业竞争的实质是人才的
竞争，尤其是核心员工的竞争。核心员工是企业价值创造和提升竞争力的重要基础，他们
以少部分的人数创造着企业大部分的利润价值，成为企业生存和发展的有力保障。因此如
何留住核心员工，激发核心员工的潜力和创造力，成为国内外学者和企业关注的重点。而
绩效考核作为管理企业员工的重要工具，为员工的开发、培训和岗位变迁等提供重要依据，
加强核心员工的绩效考核被越来越多的企业提升到战略高度进行考虑
关于核心员工的绩效考核研究目前以理论研究为主，实证研究较少，且研究对象多以
国有大中型企业为主，对中小民营企业的研究相对不足。因此，本文以G民营企业为研究
对象，对其绩效考核体系尤其是核心员工的绩效考核进行分析研究，论文的研究共围绕以
下方面进行：
论文首先分析选题的背景和意义，通过该部分的研究明确了核心员工在民营企业发展
中的重要意义，强调绩效考核是“留住、提高和激发”核心员工的基础，并在总结国内外
相关研究的基础上提出本文的研究思路和方法；其次回顾总结核心员工绩效考核的相关理
论，该部分对核心员工和绩效考核的相关概念进行界定，分析了海氏关键岗位法和人才素
质模型法两种核心员工的识别方法，梳理了目标管理、关键绩效指标和平衡计分卡三种绩
效考核方法，归纳本文的理论依据，通过该部分的研究为下文核心员工绩效考核提供理论
基础；第三部分通过问卷调查、访谈和头脑风暴法等方法对G公司当前的绩效考核现状进
行研究，发现该公司绩效考核存在忽视核心员工与普通员工区别，缺少核心员工绩效考核
体系，绩效考核结果反馈和运用不充分，缺少绩效考核申述机制等问题，而导致这些问题
出现的原因主要集中在G公司高层领导对核心员工不够重视，当前绩效考核定位不全面，
绩效考核机制不完善等方面；第四部分基于前文的研究，结合关键绩效指标与平衡计分卡
两种绩效考核办法，构建G公司核心员工绩效考核体系。该部分首先阐述构建核心员工绩
效考核体系的必要性，然后运用关键岗位和人才素质模型法甄别G公司的核心员工，通过
II
鱼骨图法分析影响公司战略目标实现的关键性成功因素，提出G公司核心员工绩效考核体
系指标与权重设计，最后从G公司核心员工绩效考核体系设计，绩效考核实施、考核结果
反馈与应用三个方面进行考核方案的设计，为该公司核心员工绩效考核提供科学可操作性
的方案；第五部分从G公司绩效考核制度的完善、公司绩效导向的文化建立以及核心员工
的绩效考核培训三个方面提出G公司核心员工绩效考核体系实施的保障措施；第六部分对
本文的研究意义及不足之处进行总结
本文对G公司核心员工绩效考核进行实证研究，研究成果对该公司核心员工绩效考核
方案设计具有一定指导意义，同时也对其他民营企业的核心员工绩效考核工作提供一定的
理论和现实的借鉴
关键词：核心员工、绩效考核、民营企业
III
Research on the Performance Appraisal System
Designing for Core employees of G Company
Abstract
With the rapid development of world economy, China's economy has stepped into a new
normal, under the guidance of president Xi, the economic structure of symmetry tend to be
routine and the competition between enterprises is becoming more and more fierce.The
competition of modern enterprises is the competition of talents, especially the core
employees.Core employees, as important strategic resources of enterprise development, the
number of them which is a small number, create enterprises' most of the profit and become the
powerful guarantee of enterprise survival and development. Therefore, keeping core employees
and motivating their potentail and creativity has Becoming the focus of scholars and enterprises
at home and abroad. Performance appraisal, as an important tool for managing employees,
provides important basis for employee development, training, and job changing. Strengthening
core staff performance appraisal is being promoted to a strategic level by more and more
enterprises.
At present, the core employees' performance appraisal is mostly focused on the theory
aspect. The theory is taken into practice mainly in statE.owned large and medium-sized
enterprises. Taking G private company as the research object, this paper focus on the analysis of
company’s performance appraisal system, especially on core stuff performance appraisal. This
article is divided into six parts.
The first part introduces background and significance of the paper and show the importance
of core employees in the development of private enterprises. Performance appraisal is the basis
for retaining, improving and stimulating core employees. Based on the summary of related
research at home and abroad, the research ideas and methods proposed in this paper are put
forward. The second part reviewing the literature review of core employees' performance
appraisal theories. With theoretical basis of Hay Group key positions and Competence Model,
the author defines the characteristics of core employees and ordinary employees. This paper also
concludes three kinds of appraisal: the goal management, the key performance indicators and
balanced scorecard combination analysis. It provides a theoretical basis for the research of core
staff performance appraisal below.The third part adopts the questionnaire survey, interviews and
brainstorming and other methods to collect and analysize the current performance appraisal
status of G company. The author finds out the existing problems lies in the current performance
appraisal of G company, such as employees’ unawareness of different performance appraisal
between core staff and the other staff. The company lacks performance appraisal which is only
limited to core staff. The problems are also revealed in the feedback and appliance of
performance appraisal. Moreover, the company is short of performance appraisal appeal system.
The main reasons for these problems are listed as follows: the leaders of G company. don’t pay
much attention to it; one-sided performance appraisal system; imperfect performance appraisal
system. The forth part is based on previous analysis results and the actual situation of G company.
Then the author puts out operable performance appraisal proposal, and the author puts forward
the principle of strategy-oriented principle. Through the key performance indicators method with。。。。。。