在我国实施“创新驱动战略”的时代背景下，管理创新是实现企业战略目标 的重要举措。随着经济的快速发展，企业市场化的程度越来越高，越来越多的企 业注重绩效的管理。对于大型企业来说，内部组织结构不断复杂，整个结构也不 断固化，形成层次性管理结构。所以大型企业进行绩效管理时所面临的难度就不 断增加。研究大型企业的发展规律发现，中层管理者的身份具有二重性，既有决 策的权力与责任，又有执行的权力与责任。中层管理者既要对高层负责，提供确 切的信息和发展建议，又要对基层负责，给出明确的决策方案和指导。所以对中 层管理者进行绩效管理就成为了大型企业绩效管理的重要内容。联想集团作为对 中国乃至世界的影响力相当大的企业，在绩效管理方面具有一定的示范效应。近 年来，由于其业务拓展的需要，其在全球建立了许多分厂，但作为联想集团重要 一个生产基地，很多分厂却表现的人才管理及模式略显不足，尤其中层管理人员 的绩效方面，还缺乏完善的绩效管理体系，武汉分厂具有典型的代表性。 本文以绩效管理理论为基础，以联想集团的武汉分公司为例，运用问卷调查 等方法重点研究联想集团中层管理者身份二重性所带来的绩效管理影响和中层 管理者绩效管理及方案所面临的问题，即中层管理人员对绩效管理认知不清、企 业缺乏科学的绩效管理体系、员工无法参与沟通、未能建立有效的绩效管理保障 系统和绩效考核指标不合理等并分析产生问题的原因。最后，运用关键业绩指标 和平衡计分卡法研究优化的绩效管理方案。即在联想集团武汉分公司中层管理人 员绩效考核工作中，在绩效考核领导小组的指导下，对于财务指标、客户指标、 内部管理指标与学习与成长等四项一级指标采用优序对比法设计指标权重，从而 加强中层管理者绩效考核的效果。 关键词，中层管理者；平衡计分卡法；绩效指标；优化III Abstract With the development of economy,the degree of enterprise marketization is more and more deep.More and more enterprises pay attention to the management of performance.For large enterprises, the internal organizational structure is constantly complex,the entire structure is constantly solidified,forming a hierarchical management structure.Therefore,the difficulty of performance management in large enterprises is increasing.Through studying the development law of large enterprises,it is found that the identity of middle managers is duality,not only the power and responsibility of decision-making,but also the power and responsibility of execution.Middle managers should be responsible for the high-level,provide accurate information and development proposals,and be responsible for the grassroots,and give clear decision-making plans and guidance.Therefore,the performance management of middle-level managers has become an important method of performance management in large enterprises.Scholars at home and abroad have done a lot of research on it.This paper takes Wuhan branch of Legend Group as an example to study the performance management in detail and put forward some suggestions. The core of this study is the performance management impact of the dual identity of middle managers in Lenovo group.Lenovo Wuhan branch of the middle managers' performance management problems are cognition to the concept of performance management of middle managers is not clear,lack of scientific enterprise performance management system,lack of comprehensive employee participation communication, lack of performance management system with complete and effective. After the study found that the middle managers' performance management is facing the four major problem is due to four reasons, namely the performance management concept of publicity is poor,did not establish a performance culture,not to establish a perfect employee communication way, without the introduction of performance management professionals. So,the research to develop a new performance management plan,Lenovo Group in Wuhan branch of the middle management personnel performance evaluation work in the performance assessment leading group under the guidance of the financial indicators, customer indicators,indicators of the internal management and learning and growth index of four one class is to design the indexIV weight using.Sequence comparison. Keyword，BSC, Middle Managers, Performance Indicator, OptimizationV 目录 摘要 .................................................................................................I ABSTRACT....................................................................................III 第一章绪论 .....................................................................................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 国内外研究综述 ................................................................2 1.2.1 国外研究综述...........................................................2 1.2.2 国内研究综述...........................................................3 1.3 研究方法与技术路线.........................................................4 1.3.1 研究方法.................................................................4 1.3.2 研究内容.................................................................5 1.4 创新之处...........................................................................6 第二章绩效管理相关概念及理论综述..............................................7 2.1 绩效管理的概念 ................................................................7 2.2 绩效管理体系的有关概念..................................................8 2.3 绩效管理工具和方法.........................................................9 2.4 中层管理者绩效管理相关介绍.........................................10 2.4.1 中层管理者的界定和作用......................................10 2.4.2 中层管理人员绩效管理的特点...............................11 第三章联想集团武汉分厂中层管理者绩效管理现状 ......................13 3.1 联想集团武汉分厂简介....................................................13 3.2 联想集团武汉分厂中层管理者绩效管理现状 ...................14 3.2.1 现行中层管理者绩效管理方案...............................14 3.2.2 绩效管理方案现状调查 .........................................15 3.3 联想集团武汉分厂中层管理者绩效管理问题及原因.........18 3.3.1 中层管理者绩效管理存在问题................................18 3.3.2 中层管理者绩效管理问题原因分析 .......................20 第四章联想集团武汉分厂中层管理者绩效管理体系优化设计........23 4.1 绩效管理体系优化基本原则 ............................................23VI 4.2 绩效管理体系优化基本思路 ............................................24 4.3 绩效管理体系指标体系设计 ............................................25 4.3.1 构建绩效管理体系指标体系 ..................................25 4.3.2 确定绩效管理体系指标权重 ..................................26 4.4 绩效管理体系计划制定....................................................34 4.5 绩效管理体系实施...........................................................35 4.6 绩效管理体系反馈及应用................................................36 第五章联想集团武汉分厂中层管理者实施绩效管理的保障措施.....39 5.1 绩效管理体系的组织保障................................................39 5.2 绩效管理体系的制度保障................................................40 5.3 绩效管理体系的文化保障................................................41 5.4 绩效管理体系的技术保障................................................42 第六章研究不足与展望..................................................................44 附录 1，中层管理人员绩效自评价表.............................................46 附录 2，中层管理者绩效管理现状调查问卷..................................50