国内图书分类号：F272.92 学校代码：10213
国际图书分类号：331密级：公开
工商管理硕士学位论文
SY公司员工绩效考核管理研究
硕 士 研究生： 孔祥鹤
导师： 李萍副教授
申 请学 位： 工商管理硕士
所 在单 位： 北大荒黑土薯业有限公司
答辩日期： 2017年12月
授予学位单位： 哈尔滨工业大学
Classified Index: F272.92
U.D.C.: 331
A Dissertation for the Degree of MBA
THE RESEARCH ON EMPLOYEE
PERFORMANCE APPRAISAL
MANAGEMENT OF SY COMPANY
Candidate：Kong Xianghe
Supervisor：Associate Prof. Li Ping
Academic Degree Applied for： Master of business administration
Affiliation： Beidahuang Black Soil Potato Industry
Co., Ltd.
Date of Defense：December, 2017
Degree-Offering-Institution：Harbin Institute of Technology
哈尔滨工业大学工商管理硕士学位论文
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摘要
国有企业曾在国民经济的重要行业和关键领域中占据支配地位，但随着
市场经济的不断变化，民营以及外资企业的不断涌现，其生存压力也越发巨
大。想要在竞争环境中获得上风，国有企业就要先提高管理水平。绩效管理
对提高员工效率起着关键作用，是管理中不可或缺的一部分，能促进和加快
企业成长的脚步
本文所研究的SY公司原是一家成长型的国有企业，隶属于北大荒集团，
为适应激烈的市场竞争，2015年引进投资方进行混合所有制改革。为顺利适
应转型期，需要SY公司在多方面进行变革，其中一项就是转变当前的绩效
管理方式
文章先是介绍了SY公司的人力资源现状，从发展上看，尽管SY公司
具备一定形式的绩效考核管理系统，但从具体实施效果来看，员工认知不足、
岗位职责不清、考核目的不明确、考核实施不严谨、指标设计不科学等关键
性问题仍然存在。结合以上问题，从根源上分析其出现的原因，得出处在转
型期的SY公司绩效考核管理研究的必要性。然后通过对比当前主流的绩效
考核方法，选择以平衡计分卡（BSC）将SY公司的发展目标分解为四大模
块，并通过寻找支持各大模块实现的关键成功因素，将其细化成量化指标，
促进原有评估系统的整体改进。最后提出新的绩效考核体系的实施准备、实
施措施及保障措施，将推行难度尽量最小化,为SY公司人力资源部门提供借
鉴，同时也希望对类似于该公司的转型期国有企业实施绩效考核提供一定的
帮助
关键词：绩效考核；平衡计分卡；关键绩效指标
哈尔滨工业大学工商管理硕士学位论文
- II -
Abstract
State-owned enterprises once dominated the important industries and key
areas of the national economy. However, with the continuous changes in the
market economy and the continuous emergence of private-owned and
foreign-funded enterprises, their living pressures are also becoming greater and
greater. If you want to gain the upper hand in a competitive environment,
state-owned enterprises should first improve their management level.
Performance management plays a key role in improving staff efficiency, and is an
indispensable part of the operation process, which can promote the rapid growth
of enterprises.
The SY company studied in this article was originally a growth state-owned
enterprise and affiliated to the Beidahuang Group. In order to meet the fierce
market competition, SY introduced the mixed ownership reform in 2015. In order
to successfully adapt to the transition period, SY company needs to make
changes in many aspects. One of them is to change the current performance
management method.
The article first introduces the current situation of SY's human resources.
From a development point of view, although SY company has some form of
performance appraisal management system, from the perspective of specific
implementation results, staff lack of cognition, job responsibilities are unclear,
the purpose of appraisal is not clear , the implementation of the assessment is not
rigorous, unscientific indicators and other key issues still exist. Combined with
the above problems, this paper analyzes the causes of its emergence from the root
causes, and draws the conclusion that the research on the performance appraisal
management of SY company in the transition period is necessary. Then by
comparing the current mainstream performance appraisal methods, we choose
Balanced Scorecard (BSC) to divide SY's development goals into four modules
and refine them into quantitative indicators by finding the key success factors
that support the implementation of the major modules , to promote the overall
improvement of the original evaluation system.In the end, it puts forward the
preparation, implementation and safeguard measures of the new performance。