绩效管理是现代企业管理的重要部分，是企业实现其战略目标的有效手段之 一，是企业薪酬管理的重要依据，是企业制定人力资源开发计划的方向和依据， 是员工职级职务调整、调动及其它各种人力资源管理决策的重要标准。当今社会 科技飞速发展，对于知识型技术型员工云集的企业来讲，如何能够研发新技术、 提高竞争力、拓展市场份额固然是企业发展需要研究的重要课题，然而面对强大 的工作压力，员工的工作积极性降低、人员流动量大更是企业亟待解决的问题。 因此，建立有效的适合企业发展的绩效管理制度，通过绩效管理激发员工的潜能， 提高工作积极性，无论是对于企业还是人才来讲都是至关重要的，也是当今企业 迫切需要进行优化改革的。本报告就是要通过对绩效管理理论与实践的研究，建 立科学完善的绩效管理体系，协助企业乃至员工的共同发展与进步。 如今通信产业已逐渐成为我国国民经济发展的支柱产业，笔者所在的企业也 正是通信业的龙头企业，然而面对企业业绩提升缓慢，员工工作积极性不高的现 状，现有的绩效管理仅仅流于形式，并没有发挥出应有的作用。因此，本报告的 研究目的就是要改变现状，使得企业能够充分利用现有人力资源，在提高业绩的 同时提升员工的满意度，调动员工工作积极性，使企业和员工在发展上达到双赢。 本报告将运用绩效管理、人力资源管理、激励等理论知识，以笔者所在的企 业——吉林联通省分公司行业应用创新支撑中心为研究对象，针对企业在绩效管 理中存在的实际问题和缺陷，结合绩效管理方法，剖析问题，寻求解决问题方案。 首先从员工的思想方面入手，运用问题分析、问卷调查、访谈及统计分析等方法， 了解员工对于绩效管理的认知问题。通过不断的沟通和反馈，指导和建议，访谈 和记录，来强化员工的参与感和主人翁意识，让每个人都清楚的认识到自身与组 织的关系，并切实的参与到绩效管理过程中来。在对薪酬体系、关键绩效指标以 及绩效考核办法进行深入设计时，笔者对组织战略目标进行了逐级分解，优化了 组织架构，落实了个人工作职责，还借助了业务系统的优势，将员工日常工作内 容以工单受理的形式量化出来，用系统记录数据说话，为绩效考核提供了重要而 准确的依据。在绩效考核阶段，笔者严格按照绩效考核办法的规则来实施，遵循 程序公平、标准公平的原则，根据客观依据对每个员工进行评价打分。通过绩效II 管理的评价和反馈功能，培养员工良好的工作习惯，促进员工的职业生涯发展， 是员工实现自我提升的重要途径。最后，将绩效结果应用于员工薪酬及职位的晋 升，切实地将员工个人能力与薪酬挂钩，使员工深刻的感受到了自身价值，同时 提高了员工满意度。在整个绩效管理过程中，沟通贯穿始终，深入的沟通使员工 之间能够相互了解，减少隔阂，增强了团队合作意识，工作氛围也得到了改善。 一套完整的、适合通信企业发展规律的绩效管理方案，其过程应该是：绩效 计划——绩效辅导——绩效考核——绩效反馈。建立优质的绩效管理体系可以提 高员工的工作积极性，改善员工的工作表现，提高员工的满意程度和未来的成就 感，以达到组织的经营目标，实现个人与组织的共同发展。 关键词 绩效管理，关键绩效指标，薪酬模型，绩效考核，绩效管理指标体系III Research on Employee Performance Management Scheme For the Innovation Industry Application Support Center of Jilin Unicom Abstract Performance management is an important part of the modern enterprise management, is one of the effective means to achieve its strategic objectives, is an important basis for enterprise compensation management is the business development of human resources development program direction and basis for employees rank position adjustment, mobility and Other important criteria of various human resource management decisions. The rapid development of science and technology in today's society, the knowledge-based technology workers gathered in the enterprises, how can the development of new technology to improve their competitiveness and expand market share in enterprise development is certainly an important issue to be studied, but the face of strong pressure of work, employees reduced enthusiasm for work, staff turnover rate is the business problems to be solved. Therefore, the establishment of an effective performance management for enterprise development system, through performance management to stimulate the potential of employees, improve work motivation, whether it is for business or personnel are vital in terms of, is today an urgent need to optimize enterprise reform. This thesis is through the study of the theory and practice of performance management, establish a sound scientific performance management system to help the common development and progress of enterprises and employees. Today, the communications industry has become a pillar industry of China's national economic development, it is also where I enterprise communications industry leading enterprises, but the face of the status quo slow enhance business performance, employee motivation is not high, the existing performance management only stream in form, and it did not play its due role. Therefore, the purpose of this paper is to change the status quo, so that enterprises can make full use of existing human resources, improve employee satisfaction at the same time improving performance,IV mobilize staff enthusiasm for work, to enable enterprises and employees to achieve a win-win in development. This paper will apply the theoretical knowledge of performance management, human resource management, motivation, etc. In my company where - Jilin Provincial Branch of China Unicom industry application innovation support center for the study, for practical problems and deficiencies in corporate performance management exist, combined with performance management, analyze problems and seek solutions to problems. First, from the ideological aspect of the employee's start, use problem analysis, questionnaire surveys, interviews and statistical analysis, to understand employee performance management for cognitive problems. Through constant communication and feedback, guidance and advice, interviews and records, to strengthen the sense of participation and ownership of employees, so that everyone clearly recognize the relationship between itself and the organization, and effective participation to the performance management process in the past. When the pay system, key performance indicators and performance assessment methods in-depth design, the strategic objectives of the organization I have been gradual decomposition, to optimize the organizational structure, the implementation of the individual job duties, also with the advantages of business systems, employee daily work content quantized to work out a single form of acceptance, to speak with the system to record data for performance assessment provides an important and accurate basis. In the performance evaluation stage, I strictly in accordance with the rules of performance assessment methods to implement, follow procedural fairness, the principle of a fair standard, based on an objective basis to evaluate the scoring for each employee. Through performance management evaluation and feedback, training staff good work habits, and promote career development of employees is an important way employees to achieve self-improvement. Finally, the performance results are applied to staff salaries and job promotion, effectively the ability of individual employees and remuneration linked, so that employees feel deeply their own values, while improving employee satisfaction. In the whole process of performance management, communication throughout, in-depth communication between employees enableV mutual understanding, reduce barriers, and enhance the sense of teamwork, working atmosphere has also been improved. A complete set of communications law for enterprise performance management development programs, the process should be: performance plan - performance coaching - Performance Assessment - Performance feedback. Establish quality performance management system can improve staff motivation, to improve the performance of employees, improve the degree of satisfaction and accomplishment future employees to achieve organizational business objectives and achieve common development of the individual and the organization. Key word Performance management, Key Performance Index, Salary model, Performance evaluation, Performance management index systemVII 目 录 第 1 章 绪论.............................................................................................1 1.1 研究背景及意义 .........................................................................1 1.1.1 研究背景 ............................................................................1 1.1.2 研究意义 ............................................................................2 1.2 研究目的与主要方法 .................................................................2 1.2.1 研究目的 ............................................................................2 1.2.2 主要方法 ............................................................................2 1.3 研究内容......................................................................................3 第 2 章 绩效管理的相关理论研究 ........................................................5 2.1 绩效管理的基础理论 .................................................................5 2.1.1 绩效管理的概念 ................................................................5 2.1.2 绩效管理的作用 ................................................................6 2.2 绩效管理的主要方法 .................................................................8 2.2.1 平衡计分卡 ........................................................................8 2.2.2 关键绩效指标（KPI）......................................................9 2.2.3 目标管理考评体系 ..........................................................10 2.2.4 360 度考评体系 ...............................................................10 2.3 绩效管理与人力资源管理 .......................................................12 2.3.1 人力资源管理的含义 ......................................................12 2.3.2 绩效管理与人力资源管理的关系 ..................................13 2.4 绩效管理与激励理论 ...............................................................15VIII 2.4.1 激励理论的含义 ..............................................................15 2.4.2 绩效管理与激励理论的关系 ..........................................16 第 3 章 行业应用创新支撑中心绩效管理现状及问题分析..............19 3.1 行业应用创新支撑中心组织及人员现状 ...............................19 3.1.1 吉林联通省分公司行业应用创新支撑中心简介 ..........19 3.1.2 组织结构及人员结构介绍 ..............................................20 3.1.3 薪酬体系介绍 ..................................................................21 3.1.4 绩效管理现状 ..................................................................22 3.2 现有绩效管理中存在的问题及原因分析 ...............................24 3.2.1 管理者与员工对绩效管理认识不足 ..............................24 3.2.2 职责划分不够恰当 ..........................................................26 3.2.3 绩效考核指标不健全 ......................................................26 3.2.4 绩效结果过于平均 ..........................................................27 3.2.5 人员工作积极性不高 ......................................................27 第 4 章 行业应用创新支撑中心绩效管理方案设计..........................29 4.1 绩效管理方案设计原则及预计目标 .......................................29 4.1.1 绩效管理方案设计原则 ..................................................29 4.1.2 绩效管理方案预期目标 ..................................................31 4.2 开展绩效管理知识培训 ...........................................................32 4.2.1 培训目的 ..........................................................................32 4.2.2 培训计划 ..........................................................................32 4.3 明确个人工作职责 ...................................................................32IX 4.3.1 优化调整组织结构 ..........................................................33 4.3.2 确定个人工作职责 ..........................................................35 4.4 绩效管理指标体系及考核办法设计 .......................................38 4.4.1 薪酬模型设计 ..................................................................39 4.4.2 绩效管理指标体系设计 ..................................................42 4.4.3 绩效考核办法设计 ..........................................................44 第 5 章 行业应用创新支撑中心绩效管理方案的实践与评价..........47 5.1 实践内容....................................................................................47 5.1.1 培训绩效管理相关内容 ..................................................47 5.1.2 绩效管理具体实施情况 ..................................................47 5.1.3 绩效管理结果应用 ..........................................................49 5.2 效果评价....................................................................................50 5.2.1 绩效管理的效果 ..............................................................50 5.2.2 绩效管理的评价 ..............................................................51 第 6 章 总结...........................................................................................53