在现代商业社会中，一家高速发展迅速崛起的公司必定具备两个必要条件：1、 成功的商业模式；2、高效的内部激励模式，二者缺一不可。绩效管理作为公司重 要管理工具，已经在各个行业各家公司发挥不可代替作用，而绩效管理工具开发利 用的水平成为公司激励成败的重要指标之一。在人力资源的管理中，招聘、培训、 绩效、薪酬、员工关系与人力资源规划之间的关系相辅相成，互相关联，与企业内 部的管理密不可分，但是唯有绩效管理是最直接的推动企业绩效的工作方式，一个 高效实用、切实可行、有的放矢的绩效制度可以牵动每一个员工的心，指引员工的 工作方向，彰显管理者风格，梳理公司内部管理方式，造就内部顺畅的沟通平台， 减少内部矛盾，加强团结协作，提高工作效率，所以，针对企业实际情况，对企业 进行研究从而提出符合企业特性的绩效管理制度对企业来说是切实可行、必不可少 和急需解决。 笔者结合 KJ 广告公司实际情况，以本公司真实事件与数据为基础，运用组合 多种绩效管理相关理论知识，结合自身实际工作经验进行分析，针对公司原有《绩 效管理制度》的问题与缺陷，提出了修订新版《KJ 广告公司绩效管理制度》的思路 及建议对策，对公司原有《绩效管理制度》进行了一系列优化与改进。新《绩效管 理制度》突出对中低层管理人员实际管理工作的督导与培训，加强了各层级之间、 部门之间、人员之间的沟通，从而促使团队工作能力的提升与完善，引导员工主动 学习，提高工作效率。新绩效考核制度实施后，获得了员工的认可与肯定，公司整 体工作效率得到提升，基本达到了制度修订的目的与目标。 关键字：绩效考核、战略、胜任力模型、沟通KJ 公司员工绩效管理方案优化设计 ii ABSTRACT In the modern commercial society，A company who want to have high-speed development and rise rapidly must have two necessary conditions: 1, successful business model; 2, the highly effective internal performance models, both of them are necessary. Performance management is an important managing tool, that is irreplaceable in every companies and in the various industries, and the level of the performance managing tool that had been developed and used had became an important target of the corporation's management. In the work of human resources, recruitment, training, performance, compensation, employee relations and human resource planning is a full work, they are the supplement each other, but only the performance management is the most direct way to promote enterprise performance work, an efficient and practical, useful performance system can touch the hearts of every employees and teach employee's work direction, show manager’s style, smooth the company's internal problems of management , make a internal communication platform, and it can reduce the internal contradictions, strengthening solidarity and collaboration, improve work efficiency. From the actual situation, to research the enterprise then find the way that is fit the enterprise features is feasible, essential and urgent. In combination with the practical situation of KJ advertising company, I based on real events and data, using the variety of performance management theory and my actual work experience to analyze, find the problem of old performance management system and defects, then to create the new version of the KJ advertising company performance management system . The new performance management system strengthens training for mid-level manager, strengthens all levels manager 、 departments and staff communication, to improve the team work ability perfect, guide staff to learning actively, improve the work efficiency. After the practiced the new performance regime, all employee accepted it, the work efficiency is improved, achieved the goal of revolution. KEYWORDS: performance strategy competency communication河北工业大学工商管理硕士（MBA）学位 iii 目 录 第一章绪论..........................................................................................................................1 1.1 研究背景......................................................................................................................1 1.2 研究意义......................................................................................................................2 1.3 国内外研究现状..........................................................................................................3 1.3.1 国际绩效理论发展状况 ........................................................................................3 1.3.2 国内企业绩效应用状况 ........................................................................................4 第二章 KJ 公司绩效管理现状分析....................................................................................7 2.1 KJ 广告公司介绍.........................................................................................................7 2.2 KJ 广告公司组织结构描述.........................................................................................7 2.3 KJ 广告公司人员情况介绍.........................................................................................8 2.4 KJ 广告公司人员绩效情况介绍...............................................................................10 2.4.1 原绩效考核指标方法与结果应用 .......................................................................10 2.4.2 原绩效考核的目的 ..............................................................................................11 2.4.3 原绩效考核的考核主体 ......................................................................................12 2.5 KJ 广告公司管理现状介绍.......................................................................................12 2.6 原绩效考核中存在的问题.........................................................................................12 2.6.1 考核目的单一不能满足公司管理人才培养需求 ..............................................12 2.6.2 考核指标简单不能满足公司全面业务管理需求 ..............................................13 2.6.3 考核衡量标准主观性过强，缺乏科学的参考标准 ...........................................14 2.6.4 考核方法过于简单不能满足人才培养需求 ......................................................14 2.6.5 绩效考核结果应用单一不能满足挽留人才需求 ..............................................14 第三章 KJ 公司绩效管理研究..........................................................................................15 3.1 KJ 广告公司战略目标.............................................................................................15 3.2 KJ 广告公司战略目标分解.....................................................................................16 3.3 KJ 广告公司绩效管理制度完善.............................................................................17 3.3.1 新绩效考核的目的 ..............................................................................................17 3.3.2 新绩效考核评价原则 ..........................................................................................18 3.3.3 新绩效考核的的对象 ..........................................................................................18 3.3.4 新绩效考核内容确立 ..........................................................................................19 3.3.5 新绩效权重确立 ..................................................................................................20 3.3.6 新绩效考核指标与权重的确立 ..........................................................................20 3.3.7 新绩效考核周期与流程 ......................................................................................24河北工业大学工商管理硕士（MBA）学位 iv 3.3.8、绩效结果应用 ....................................................................................................24 第四章 KJ 公司绩效管理制度应用评价.........................................................................25 4.1 新绩效管理制度的优点............................................................................................25 4.2 新绩效管理制度的缺点及改进................................................................................26 4.2.1 指标更加复杂 ......................................................................................................26 4.2.2 考核工作难度加大 ..............................................................................................26 4.2.3 新绩效管理制度的改进方案 ..............................................................................26 第五章 结论......................................................................................................................29