I 摘要 企业管理的核心是人力资源的开发与管理，绩效考核不仅能有效调动员工的积极性 和提升个体绩效，更是推动企业战略目标落地的科学工具。如何设计和建立一套科学有 效并支撑 Z 公司战略发展的绩效考核体系，是 Z 公司提升竞争力的关键。 本文以 Z 公司推行绩效考核作为契机，通过设计问卷、调查统计、数据分析，大量 访谈，对 Z 公司现行的绩效考核体系存在的问题进行了有效的诊断。研究发现，Z 公司 绩效考核制度运行的总体效果并不理想，其中绩效考核指标与战略目标连接并不紧密； 绩效指标设置欠科学；绩效考核实施不当；考核结果的应用面比较窄等问题。针对以上 问题，本文使用关键绩效指标(KPI)及平衡计分卡的方法来优化企业的绩效考核指标体 系，利用 SMART 原则优化了绩效考核指标的科学性，完善并优化了考核周期及考核结 果的使用，规范了绩效考核操作过程。本文通过一系列的优化措施，为 Z 公司完善并做 出一套科学、全面、有效的绩效考核指标体系，进一步提升了 Z 公司科学化管理的手段 和工具，通过绩效考核手段推动 Z 公司战略目标的落地。 关键词：绩效考核，关键绩效指标(KPI ) ，平衡积分卡西北大学硕士学位论文 II ABSTRACT The level and technology of enterprise management have been highly valued by the high level of the enterprise. The core of business management is the development and management of human resources. The performance appraisal of human resource management can not only effectively mobiliZe the enthusiasm of employees and improve individual performance, but also is a scientific tool for promoting corporate strategic goals. Therefore, how to design and establish a set of scientific and effective performance evaluation system for the strategic development of Z company is the key to improve the competitiveness of company. This paper takes the Z company implementing the performance appraisal as an opportunity, through the design of questionnaire, investigation and statistics, data analysis, based on a large number of interviews, the existing performance appraisal system of Z company of effective diagnosis, found the overall effects of operation performance evaluation system of Z company is not ideal. The connection between performance appraisal indicators and strategic objectives is not very close; performance indicators are not set up scientifically; there are also some improper behaviors in the implementation of performance appraisal, and the application scope of assessment results is relatively narrow. In view of the above problems, and then choose to use key performance indicators (KPI) method to optimiZe the balance scorecard and enterprise performance evaluation index system, using SMART principle to optimiZe the scientific performance appraisal index, using the improvement and optimiZation of the evaluation cycle and the evaluation results, standardiZe the performance appraisal in the operation behavior. Through a series of optimiZationmeasures. A set of scientific, comprehensive and effective performance evaluation index system is perfected and optimiZed for Z company, which further improves Z company's scientific management means and tools, and promotes the strategic role of Z company's landing. Key Words: performance examine；KPI-key performance indicator；BSC-the blanced score cardIII 目录 摘要.......................................................................................................................................I ABSTRACT........................................................................................................................II 第一章绪论..........................................................................................................................1 1.1 研究的背景................................................................................................................1 1.2 研究的目的...............................................................................................................1 1.3 研究的意义................................................................................................................2 1.4 研究的方法...............................................................................................................2 1.5 研究思路和主要内容................................................................................................3 第二章相关理论综述..........................................................................................................5 2.1 绩效的基本概念.......................................................................................................5 2.2 绩效考核的概念.......................................................................................................6 2.3 员工绩效管理的流程................................................................................................6 2.4 绩效考核的主要方法................................................................................................8 第三章 Z 公司绩效考核现状及主要问题分析.............................................................. 13 3.1 Z 公司基本情况...................................................................................................... 13 3.2 Z 公司人力资源发展状况...................................................................................... 14 3.3 Z 公司绩效考核的现状.......................................................................................... 16 3.3.1 绩效考核倡导的原则.......................................................................................16 3.3.2 绩效考核角色关系...........................................................................................16 3.3.3 绩效管理流程...................................................................................................17 3.3.4 绩效考核评估维度、方式和周期...................................................................18 3.3.5 考核等级...........................................................................................................18 3.3.6 绩效考核结果运用...........................................................................................19 3.3.7 绩效考核申诉...................................................................................................19 3.3.8 绩效考核的工具方法.......................................................................................19 3.4 Z 公司绩效考核中存在的主要问题...................................................................... 20 3.4.1 绩效考核实施的总体效果不佳.......................................................................20 西北大学硕士学位论文西北大学硕士学位论文 IV 3.4.2 员工对绩效考核的认可度低...........................................................................21 3.4.3 员工绩效考核指标与组织目标挂钩不紧密...................................................22 3.4.4 绩效考核指标欠科学.......................................................................................23 3.4.5 绩效考核操作中合理性不高...........................................................................23 3.4.6 绩效考核操作过程流程太多繁琐...................................................................25 第四章 Z 公司绩效考核优化方案.................................................................................. 26 4.1 绩效考核体系优化的原则与思路.........................................................................26 4.1.1 优化原则...........................................................................................................26 4.1.2 设计思路..........................................................................................................26 4.2 绩效考核体系优化准备..........................................................................................27 4.2.1 建立绩效考核机构..........................................................................................27 4.2.2 完善岗位说明书..............................................................................................27 4.2.3 绩效考核战略规划的制定..............................................................................28 4.3 Z 公司绩效考核体系优化...................................................................................... 30 4.3.1 绩效指标体系结构..........................................................................................30 4.3.2 关键绩效指标确定..........................................................................................30 4.3.3 绩效考核指标标准优化...................................................................................34 4.3.4 绩效考核维度、方式和周期优化...................................................................35 4.3.5 绩效考核结果应用优化...................................................................................35 第五章 Z 公司绩效考核实施保障措施........................................................................... 37 5.1 树立正确的绩效观念.............................................................................................37 5.2 强化绩效文化的宣贯.............................................................................................38 5.3 改善绩效考核手段.................................................................................................38 5.4 加强绩效考核技术的研究与培训..........................................................................39 5.5 实施评估会制度.....................................................................................................39 结论与不足........................................................................................................................41