在市场经济初期，国有企业的发展源于原有的稳固基础、政府的支持和国内 市场的快速增长，然而随着竞争的加剧，企业的成长将更多地依靠高效管理体系 和制度所培育出的独特竞争力。如何加强企业内部管理，很多国企经理人的目光 首先投向建立有效的绩效考核体系等核心问题，以提高企业执行战略的能力。沈 阳油田也面临着同样的主题。 本文首先对绩效评估、绩效管理体系的一般原理和平衡记分卡、关键绩效考 核指标等先进绩效管理工具进行理论上的研究。并通过问卷调查和员工访谈分析 沈阳油田的现状及在绩效考核方面的困难，发现其主要问题在于绩效考核指标体 系不健全，主要依据单纯的经济指标，财务指标不完整，管理指标缺乏。 将理论和实际紧密结合，遵循“以人为本”的现代绩效管理基本理念，本文 设计出以基于包含平衡记分卡思想的关键绩效指标考核模式为核心的绩效考核 体系解决方案，分管理人员、职能人员和工人对全体员工实施绩效管理。为加强 应用性，报告还制订了较详细的方案实施规划，囊括了实施中的关键环节和需要 处理好的关系。 绩效考核体系自身也有个不断发展的过程。绩效考核的实质在于通过持续动 态的沟通达到真正提高绩效，实现部门和企业目标，同时促进员工发展。本文在 最后，以动态、长远的眼光，指出了沈阳油田绩效考核体系今后不断完善的“三 部曲”：实施平衡记分卡的绩效评估指标体系——绩效考核体系各方面调整以适 应其他管理制度的联动要求——绩效考核体系“软化”，简化，融入企业文化。 本文强调绩效考核体系必须与企业发展战略保持一致，必须贴近和满足业务发展 需要，必须符合员工的发展愿望。这对于提高绩效考核管理工作在企业中的地位 和价值，对于绩效考核本身的创新均有着积极的作用。 由于本人的能力有限,所以在制定考核计划时，只针对采油一线工人，机关 人员等少部分岗位制定出了考核方案，以起到抛砖引玉的作用。 关键词： 绩效考核，平衡记分卡，关键绩效指标沈阳油田绩效考核方案设计 ii SHENYANG OILFIELD ACHIEVEMENTS INSPECTION PROGRAM DESIGN ABSTRACT In the market economy initial period, State-owned business's development stems from the original stable foundation, government's support and the domestic market swift growth, however along with the competition aggravating, enterprise's growth more will depend upon the unique competitive power which the highly effective management system and the system cultivate. How to strengthen the enterprise internal management, many state-owned enterprise manager's vision first goes to core questions and so on establishment effective achievements inspection system, enhances the enterprise to carry out the strategic ability. The Shenyang oil field is also facing the similar subject. This article first to the achievements appraisal, the achievements management system's general principle and the balanced scorecard, the essential achievements inspection target and so on advanced achievements management tool conducts the research theoretically. And analyzes the Shenyang oil field through the questionnaire survey and the staff interview the present situation and in the achievements inspection aspect difficulty, discovered that its subject matter lies in the achievements inspection indicator system not to be perfect, the main basis pure economic indicator, the financial norm is incomplete, manages the target to lack. The theory and the actual close union, follows “humanist” the modern achievements management basic idea, this article design take based on contain the balanced scorecard thought the essential achievements target inspection pattern as the core achievements inspection system solution, divides the administrative personnels, the functional officials and the worker implements the achievements management to all staff. In order to strengthen the utility, the paper has also drawn up the detailed plan implementation plan, included the relations which in the implementation key link and needs to process河北工业大学工商管理硕士(MBA)学位报告 iii Achievements inspection system oneself also has the process which develops unceasingly. The achievements inspection's essence lies in through continues the dynamic communication to achieve enhances the achievements truly, realizes the department and the business goal, simultaneously promotes the staff to develop. This article in finally, by the tendency, the long-term judgment, had pointed out the Shenyang oil field achievements inspection system will consummate “the trilogy” unceasingly from now on: Implements the balanced scorecard achievements appraisal indicator system - - achievements inspection system various aspects to adjust adapts other control system's linkage request - - achievements inspection system “the conditioning”, the simplification, integrates the enterprise culture. this article stressed that the achievements inspection system must maintain consistent with the enterprise development strategy, must draw close to and meet the trade development needs, must be in keeping with staff's development desire. This regarding enhances the achievements inspection supervisory work in enterprise's status and the value, has positive function regarding the achievements inspection's innovation. Because myself ability is limited, therefore in formulation inspection plan time, only aimed at extracts oil a worker, the institution personnel and so on little the partial posts works out the inspection plan, by played the role which offered a few ordinary introductory remarks so that others may offer their valuable ideas. KEYWORDS: Achievements inspection, balanced scorecard, essential achievements target沈阳油田绩效考核方案设计 iv 目 录 第一章 绪论．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．1 §1-1 研究背景．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．1 1-1-1 沈阳油田背及景现状．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．1 1-1-2 沈阳油田管理现状．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．1 1-1-3 沈阳油田人力资源管理现状．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．2 §1-2 报告的研究意义及目的．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．2 §1-3 本文的主要研究内容．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．3 第二章 绩效考核体系理论概述．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．5 §2-1 绩效考核的概念及应用．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．5 2-1-1 绩效考核的概念．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．5 2-1-2 绩效考核的作用．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．5 §2-2 绩效考核的主要内容．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．5 2-2-1 绩效考核原则．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．6 2-2-2 绩效考核方法．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．6 2-2-3 绩效考核主体．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．6 2-2-4 绩效考核的信度与效度．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．7 §2-3 绩效沟通．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．7 2-3-1 绩效沟通的实施方法．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．8 2-3-1-1 目标制定沟通．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．8 2-3-1-2 目标执行沟通．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．8 2-3-1-3 绩效反馈沟通．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．9 2-3-1-4 绩效改进沟通．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．9 §2-4 绩效考核对激励机制的影响．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．10 §2-5 绩效考核方法的应用．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．11 第三章 沈阳油田绩效考核现状分析．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．13 §3-1 沈阳油田管理现状．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．13 3-1-1 组织结构．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．13 3-1-2 员工总量和结构分析．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．14 3-1-3 人力资源状况问卷调查．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．14河北工业大学工商管理硕士(MBA)学位报告 v §3-2 沈阳油田绩效考核情况及分析．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．15 3-2-1 沈阳油田绩效考核发展历程．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．15 3-2-2 绩效考核方面存在的主要问题和原因分析．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．17 3-2-2-1 绩效考核中的主要问题．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．17 3-2-2-2 原因分析．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．18 第四章 沈阳油田绩效考核体系设计．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．19 §4-1 绩效考核改革方案设计及指导原则．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．19 4-1-1 方案的设计目标．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．19 4-1-2 指导原则．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．19 §4-2 绩效考核模式的选择．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．20 4-2-1 绩效管理运作模式．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．20 4-2-2 绩效考核模式．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．． 23 4-2-3 绩效考核模式的确定．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．23 4-2-4 考核理论．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．24 §4-3 绩效考核方案．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．25 4-3-1 总则．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．25 4-3-2 管理人员考核办法．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．25 4-3-3 职能人员考核办法．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．25 4-3-4 工人考核办法．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．26 4-3-5 考核结果的评级标准．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．26 4-3-6 考核奖惩规定．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．27 4-3-7 考核时间．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．28 4-3-8 考核面谈．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．28 4-3-9 年终考核．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．28 第五章 沈阳油田绩效考核方案的实施．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．30 §5-1 方案的实施计划．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．30 §5-2 方案实施中的关键环节．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．30 5-2-1 方案实施的组织结构．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．30 5-2-2 方案实施前的动员与培训．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．31 5-2-3 目标的制定和分解．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．32 5-2-4 绩效考核沟通的贯彻．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．32 §5-3 方案实施中应处理好的几个关系．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．33 5-3-1 绩效管理与人力资源管理的关系．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．33 5-3-2 绩效考核与激励体系的关系．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．34沈阳油田绩效考核方案设计 vi 5-3-3 制度化与主管领导责任的关系．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．34 5-3-4 绩效考核与管理信息系统的关系．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．35 §5-4 方案比较．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．35 第六章 结论与展望．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．37