I 摘要 绩效考核是电信行业发展转型的重要工具，是实现战略目标的指挥棒，是 激励约束机制能够高效持续运行的基础保障。随着经济全球化和信息时代的到 来，电信业的竞争日趋激烈，三大电信运营商在 2015 年到来之际，都提出了具 有针对性的发展战略与发展战术。A 电信公司为了寻求一条可持续发展的道路， 也逐步向绩效管理的方式进行转移，通过绩效考核来充分挖掘企业每一位员工 的业务能力和发展潜力。 但是，当前 A 电信公司绩效考核体系存在着许多问题，例如，指标体系与 划小后的实际业务发展不相匹配，考核重结果轻运用，普通员工对于中层的考 核参与度不高等。因此，对于转型中的 A 电信公司来说，有必要对其绩效考核 指标体系进行重新梳理，引入国际上先进的、比较成熟的考核方法重新设计， 并且这种需求已十分迫切。 本文针对电信业发展和改革的现状，对实现 A 电信公司转型发展的重要工 具——绩效考核指标体系，为什么变、怎么变，进行了思考和设计，希望能对 提高 A 电信公司的行业竞争力、增强盈利能力起到一定的帮助作用，更希望对 类似的兄弟地市的电信公司绩效考核起到一定的参考作用。 本文主要分为五个部分对 A 电信公司的绩效考核方案研究进行了阐述。第 一部分是介绍选题的背景和研究的意义，并就研究内容和技术方法做简要说明； 第二部分阐述了绩效考核的理论基础，并从国内、国外两个角度阐述绩效考核 的发展动态；第三部分从公司概况、人员分析等角度对 A 电信公司绩效考核的 现状进行了分析，通过问卷调查问题的成因，最终选择用关键绩效指标法和 360 度考核法对原考核体系进行改革和完善；第四部分阐述了 A 电信公司员工绩效 考核方案的设计思路；第五部分就方案的应用与保障做出具体说明。 关键词 电信 战略 绩效考核 360 度考核 关键绩效指标法Abstract II Abstract Performance appraisal is an important tool for development and transformation of the telecommunication industry, which can help achieve the strategic objectives and help restraint mechanisms work efficiently and sustainablely. With the advent of economic globalization and the information age, increasingly fierce competition in the telecommunications industry is still on. With the coming of 2015, the three major telecom operators, all put forward the development strategy and development tactics that are targeted. A telecommunications company, in order to seek a path of sustainable development, also gradually begin to be transferred to the manner of performance management, through which fully tap the business potential of every employee. However, there are many problems in its current performance appraisal system .For example, the index system and the actual business development ,which is small after dividing, do not match with each other; the examination pay more attention to results than the use ;the middle-level assessment do not win higher employee participation and so on. Therefore, for the transformation of A telecommunications company, it is necessary to re-sort their performance evaluation index system and introduce the international advanced, more mature assessment to re-design and this demand has been very urgent. Considering the status quo of the telecommunications industry, this paper rethink and redesign the performance evaluation index system, an important tool for achieving its restructuring. We hope it can play a helpful role to raise A telecommunications company's industry competitiveness and enhance its profitability, and also make a reference for that of similar fraternal cities. This paper is divided into five parts , which A telecommunications company's performance appraisal issues are described. The first part is to introduce the background and significance of the topic and briefly describe the research on methods and technique; the second part describes the theoretical basis ofAbstract III performance appraisal, and explains the dynamic development of performance appraisal from both domestic and foreign point of view; The third part from the company profile, staff analysis and other perspectives, analyzes the status quo of A telecommunications company performance evaluation and adopt the key performance indicator and 360-degree assessment method to reform the existing examination system ; Part IV describes the design idea of performance appraisal program for A telecommunications company employees; Part V makes specific instructions about application and protection of the program. Keywords Telecommunications Strategic Performance 360-degree assessment method Key Performance IndicatorAbstract IV 目录 摘要...............................................................................................................................I Abstract ....................................................................................................................... II 第一章 绪论................................................................................................................1 1.1 研究背景....................................................................................................... 1 1.2 研究目的....................................................................................................... 2 第二章 绩效考核理论综述........................................................................................4 2.1 绩效考核理论基础............................................................................................ 4 2.1.1 绩效考核的定义................................................................................. 4 2.1.2 绩效考核体系的基本原则................................................................. 6 2.2 常用的绩效考核方法........................................................................................ 7 2.2.1 目标管理法......................................................................................... 7 2.2.2 关键绩效指标法................................................................................. 8 2.2.3 平衡计分卡法..................................................................................... 9 2.2.4 360 度考核法.................................................................................... 11 2.3 绩效考核研究现状.......................................................................................... 12 2.3.1 国外绩效考核研究现状................................................................... 12 2.3.2 国内绩效考核研究现状................................................................... 13 第三章 A 电信公司绩效考核现状分析..................................................................17 3.1 A 电信公司简介 .............................................................................................. 17 3.1.1 A 电信公司概况 ............................................................................... 17 3.1.2 A 电信公司近年业绩概览 ............................................................... 18 3.2 A 电信公司工作人员分析 .............................................................................. 22 3.2.1 A 电信公司工作人员岗位分析 ....................................................... 22 3.2.2 A 电信公司工作人员年龄结构分析 ............................................... 23 目录V 3.2.3 A 电信公司工作人员职务层级分析 ............................................... 24 3.3 A 电信公司员工绩效考核现状及存在的问题 .............................................. 25 3.3.1 A 电信公司员工绩效考核现状 ....................................................... 25 3.3.2 A 电信公司员工当前绩效考核存在的问题 ................................... 33 3.4 A 电信公司员工绩效考核体系问题成因分析 .............................................. 34 3.4.1 调查问卷设计和调查对象的选取................................................... 34 3.4.2 调查结果初步统计........................................................................... 35 第四章 A 电信公司员工绩效考核体系方案设计..................................................49 4.1 A 电信公司员工绩效考核体系设计的原则及思路 ...................................... 49 4.1.1 A 电信公司员工绩效考核体系设计的基本理念 ........................... 49 4.1.2 A 电信公司员工绩效考核体系设计的原则 ................................... 50 4.1.3 A 电信公司员工绩效考核体系设计的思路 ................................... 51 4.2 A 电信公司员工绩效考核体系 ...................................................................... 51 4.2.1 构建基于战略目标的关键绩效指标.............................................. 51 4.2.2 A 电信公司对营销类员工绩效考核指标和权重设计................. 54 4.2.3 A 电信公司对技术类员工绩效考核指标和权重设计 ................... 58 4.2.4 A 电信公司对管理类员工绩效考核方案 ....................................... 62 4.2.5 A 电信公司员工绩效考核实施的周期和方式 ............................... 65 第五章 A 电信公司员工绩效考核方案应用及保障...............................................66 5.1 A 电信员工绩效考核方案的应用 .................................................................. 66 5.1.1 员工绩效考核结果在薪酬管理中的应用....................................... 66 5.1.2 员工绩效考核结果在级别升降中的应用....................................... 66 5.2 A 电信员工绩效考核方案实施保障 .............................................................. 67 5.3 A 电信公司绩效考核方案测试 ...................................................................... 70 结论............................................................................................................................71 目录VI