建筑安装业具有建筑工程周期长，项目多，分包转包现象比较普遍，产品（即 项目）独立性强等特点。行业特点决定了企业经营管理方面的特殊性，体现在公 司管理层与劳务层往往隶属于不同的单位，且员工学历结构具有较大差异，人员 流动性强，公司绩效考核困难等现象。清云建设有限公司作为一家业务发展迅速 的企业，更是面临绩效管理滞后的制约，影响公司长远发展。在这一背景下，本 论文对其现有考核制度和请专人制定却没能推行的考核制度存在的问题进行分 析，以便优化公司绩效考核体系，形成提升员工和公司整体绩效的制度基础。 为此，论文首先对绩效考核的相关概念、发展历程与当前研究热点进行概括， 对绩效考核流程和常用的考核方法进行回顾，平衡计分卡作为嫁接公司战略目标 与部门、员工绩效目标的考核方法，是后文实证研究的理论工具。 清云建设有限公司绩效考核现状的分析包括两部分，第一，对于公司一直沿 用的考核制度问题分析，结果显示该考核制度存在：（1）考核指标模糊，对员工 导向性不足；（2）考核过程随意，对员工开发性不足；（3）考核结果趋同，对员 工吸引性不足等问题。第二，对公司特意请专人制定，却没能推行的考核制度问 题进行分析总结，发现该考核制度存在：（1）考核标准繁杂，缺乏严谨性；（2） 考核方法单一，缺乏灵活性；（3）考核导向负面，缺乏激励性等问题。上述问题 分析融入平衡计分卡的四个视角中。 因此，利用平衡计分卡的思想，首先对公司战略环境进行分析扫描，形成公 司战略框架，从而从财务、客户、业务与流程、学习与成长等四个维度分解战略 目标，形成各部门绩效考核目标和指标，利用绩效考核指标矩阵，建立部门考核 体系，最终形成公司绩效考核方案。 基于考核实施方案，提出了一系列支撑机制，包括：（1）制度保障（考核目 标制定制度、考核结果申诉制度、考核结果应用制度）；（2）组织保障（指导和 权力机构、日常管理机构、执行机构）；（3）人员保障（牵头支持者、组织实施 者、响应配合者）。 关键词：绩效考核；战略目标；平衡计分卡II Abstract Construction and installation industry features in long term implementation, various projects, prevailing subcontract and independent products (i.e. projects), which determines the uniqueness in its management. This can be seen as different subordination of management and executive staff, enormous gaps among educational background of staff, high turnover, difficult carrying out of performance appraisal (PA). As a rapidly expanding company, Qingyun Construction Co. Ltd. (Qingyun) faces the constraint of backward performance management, affecting the long term development. In this context, the dissertation analyzes the problems existing in current PA system and the failed to be implemented system, so as to optimize the PA plan and lay the foundation for improving staff performance. Thus, the dissertation reviews the relevant concepts, development and current research fields of PA. Based on summary of PA procedure and popular methods, the dissertation selects balanced scorecard (BS) as the theoretical tool for later analysis. There are two perspectives on analyzing the PA of Qingyun. First of all, the consistently implemented system has problems including: 1) unclear PA indicators, lacking of incentives for staff; 2) informal implementation process, lacking of developing the potential of staff; 3) undifferentiated assessment results, lacking of encouragement to staff. Secondly, a newly developed PA system has problems in: 1) complex assessment standard, lacking of rigor; 2) single assessment methods, lacking of flexibility; 3) negative assessment orientation, lacking of motivation. Such analysis is incorporated into four perspectives of BSC. As a result, BSC is employed for scanning Qingyun’s strategic environment, shaping its strategic framework and disintegrating its strategic goals from financial, customer, internal business and learning and growth perspectives. Guided by these disintegrated goals, PA aims and indicators are set for each department. Finally, the PA system for the company is built on the foundation of department PA system. Based on the new PA system implementation plan, supporting mechanisms are advised, including: 1) institution (planning, appealing and feedback); 2) organization (supervising, management and execution) and 3) staff (leaders, executives and supporters). Keywords: Performance appraisal; strategic goals, balanced scorecardIII 目录 中文摘要 ................................................I ABSTRACT ............................................... II 目录 ..................................................III 第一章 绪论 .............................................1 1.1 研究背景与研究意义 ..........................................1 1.1.1 研究背景.................................................................................................................1 1.1.2 研究意义.................................................................................................................3 1.2 研究思路与研究方法 ..........................................4 1.2.1 研究思路.................................................................................................................4 1.2.2 研究方法.................................................................................................................4 1.2.3 技术路线.................................................................................................................5 第二章 相关理论综述 .....................................7 2.1 绩效考核概念 ................................................7 2.1.1 绩效与绩效考核.....................................................................................................7 2.1.2 绩效考核的发展.....................................................................................................8 2.1.3 当前绩效考核研究热点.........................................................................................8 2.2 绩效考核流程与方法 .........................................10 2.2.1 绩效考核流程.......................................................................................................10 2.2.2 绩效考核方法.......................................................................................................10 第三章 清云建设有限公司绩效考核现状分析 .................16 3.1 清云建设有限公司概况 .......................................16 3.1.1 公司发展历程.......................................................................................................16 3.1.2 公司组织架构.......................................................................................................17 3.1.3 公司人员结构.......................................................................................................18 3.2 清云建设有限公司绩效考核现状 ...............................18IV 3.2.1 原有考核制度概况...............................................................................................19 3.2.2 拟推行考核制度概况...........................................................................................19 3.3 清云建设有限公司绩效考核问题分析 ...........................21 3.3.1 财务视角...............................................................................................................21 3.3.2 内部流程视角.......................................................................................................21 3.3.3 学习与成长视角...................................................................................................21 3.3.4 客户视角...............................................................................................................22 第四章 清云建设有限公司绩效考核方案优化 .................23 4.1 公司战略环境分析 ...........................................23 4.1.1 公司 SWOT 分析 .................................................................................................23 4.1.2 公司战略框架.......................................................................................................23 4.2 基于平衡计分卡的绩效考核体系优化设计 .......................25 4.2.1 考核体系设计原则...............................................................................................25 4.2.2 公司层面考核指标体系设计...............................................................................25 4.2.3 部门层面绩效考核指标设计...............................................................................27 4.2.4 部门绩效考核体系优化.......................................................................................33 4.3 公司整体绩效考核方案优化 ...................................33 4.3.1 考核目的与原则...................................................................................................34 4.3.2 考核对象与周期...................................................................................................34 4.3.3 考核方法与内容...................................................................................................34 4.3.4 考核辅导与实施...................................................................................................34 4.3.5 考核申诉与激励...................................................................................................35 第五章 清云建设有限公司绩效考核方案实施保障 .............36 5.1 制度保障 ...................................................36 5.1.1 考核目标制定制度...............................................................................................36 5.1.2 考核结果申诉制度...............................................................................................36 5.1.3 考核结果应用制度...............................................................................................36 5.2 组织保障 ...................................................36 5.2.1 指导和权力机构...................................................................................................36 5.2.2 日常管理机构.......................................................................................................36 5.2.3 执行机构...............................................................................................................37 5.3 人员保障 ...................................................37V 5.3.1 牵头支持者...........................................................................................................37 5.3.2 组织实施者...........................................................................................................37 5.3.3 响应配合者...........................................................................................................37 第六章 结论与展望 ......................................38