随着企业竞争的加剧，市场环境瞬息万变，我国传统制造业也面临着前所未有 的挑战，传统制造型企业实施组织变革成为大势所趋，而在组织变革中人力资源管 理起着至关重要的作用，企业竞争归根到底是人才的竞争。企业核心竞争力的提高， 关键是人力资源管理，而绩效管理作为企业人力资源管理的核心，是提高企业核心 竞争力的根本出发点，因此，建立一套科学、有效、适合企业自身发展的绩效管理 体系，成为越来越多企业提高核心竞争力的重要手段。 本文以 KH 公司作为研究对象，针对 KH 公司现行绩效管理系统中存在的问题， 运用 swot 分析法对 KH 公司的绩效管理现状进行了全面的分析，在综合分析绩效管 理、绩效考核等理论的基础上，结合 KH 公司的实际情况，最终确定采用平衡计分卡 对 KH 公司的绩效体系进行优化较为符合当前公司发展的实际情况，从战略计划制定、 战略目标转化、指标体系设计三个层次进行了设计，并对绩效管理的绩效计划、过 程监控、绩效考核、结果运用、保障措施等环节进行了优化。为了确保绩效管理的 优化方案的顺利实施，本文从全面推行计划管理、企业中高层支持、管理制度等方 面进行了改善。最后，提出在绩效体系的设计上不可一味模仿他人，要结合实际情 况制定，并且绩效管理体系应该保持动态性，随企业内外环境而不断优化。 本文为郑州市 KH 公司所做的绩效管理体系优化方案，从 KH 公司的实际情况出 发，通过现存问题的分析解决，对推进 KH 公司整体绩效的提升大有帮助，对 KH 公 司后续全面科学、实施性强的绩效管理体系的建立具有重要意义，同时也为其他企 业提供了很好的参考。 关键词：绩效管理 方案优化 平衡计分卡Abstract With the fierce competition, the market environment is changing rapidly, and the traditional manufacturing industry is facing unprecedented challenges, reform of traditional manufacturing enterprises become a trend. Human resource management plays an important role in enterprises’ reform, In the final analysis , enterprise competition is the competition of talents . The key to improve the core competitiveness of enterprises is the management of human resources, as the core of human resource management, performance management is the fundamental starting point to improve the core competitiveness of enterprises, therefore, To establish a performance management system which is scientific, effective, suitable for the development of enterprise, become an important way to improve the core competitiveness of enterprises. This paper takes KH company as the research object, aiming at the problems existing in the current performance management system of KH company, using the swot analysis method, gives an overall analysis and introduction about the performance management status of KH company. In comprehensive analysis on the basis of the theory of performance management and performance appraisal, this paper combines with KH company's actual situation, and choses the BSC to optimize the performance management system of KH company, which is in good agreement with the current actual situation for the development of the company. This paper designes from the strategic planning, objectives transformation and index system design,focuses on the performance management of performance planning, performance counseling, performance appraisal, performance feedback, the use of results and other aspects of optimization. In order to ensure the smooth implementation of performance management optimization program, this paper has carried on the improvement from the enterprise senior manager's role localization, the management system and so on. Finally, this paper suggests that the design of the performance system can not blindly imitate others, performance of the system design should be combined with the actual situation, and should keep dynamic, constantly optimized according to the enterprise internal and external environment.The optimized performance management system of KH company combines with KH company's actual situation which will be very helpful to promote the overall performance of KH company and establish a comprehensive scientific performance management system. What's more, it also provides a good reference for other enterprises. Keywords: performance management; scheme optimization; balanced scorecard目 录 摘要..................................................... II 第一章 绪论 ................................................. 1 1.1 选题的背景及意义................................................1 1.1.1 选题的背景 ................................................1 1.1.2 研究目的及意义 ............................................3 1.2 文献综述........................................................3 1.2.1 关于绩效管理含义的研究 ....................................3 1.2.2 关于绩效管理评价的研究 ....................................4 1.2.3 关于绩效管理优化的研究 ....................................6 1.3 研究的主要内容及研究方法........................................7 1.3.1 研究内容及论文结构 ........................................7 1.3.2 研究方法 ..................................................9 1.3.3 创新点及关键点 ............................................9 第二章 KH 公司绩效管理体系优化方案的理论基础 ................... 10 2.1 绩效管理.......................................................10 2.2 绩效考核.......................................................11 2.3 平衡计分卡介绍.................................................11 2.3.1 平衡计分卡产生的背景.....................................11 2.3.2 平衡计分卡的特点.........................................12 2.3.3 平衡计分卡的适用范围 ....................................13 2.3.4 平衡计分卡主要内容.......................................14 第三章 KH 公司绩效管理现状及问题分析........................... 16 3.1 KH 公司简介及人员状况..........................................16 3.2 KH 公司绩效管理发展历程........................................17 3.3 KH 公司绩效管理现存的主要问题..................................18 3.4 KH 公司绩效管理 SWOT 分析.......................................19 第四章 KH 公司绩效管理优化方案的设计 ........................... 23 4.1 基本优化框架 ..................................................23 4.2 优化工具选择 ..................................................24 4.3 KH 公司绩效优化的基本原则......................................25 4.4 KH 公司绩效优化的内容..........................................26 4.4.1 战略规划制定.............................................26 4.4.2 战略目标转化 .............................................27 4.4.3 基于平衡计分卡的绩效指标体系设计 .........................29 第五章 KH 公司绩效管理体系优化方案的实施与评估.................. 33 5.1 绩效计划.......................................................33 5.2 过程监控.......................................................345.3 绩效考核 ...................................................... 35 5.4 绩效结果运用 .................................................. 35 5.5 保障措施 ...................................................... 37 5.6 方案评估 ...................................................... 39 5.7 基于平衡计分卡的绩效管理体系实施重需注意的问题 ................ 39 第六章 结语与研究展望........................................ 41 6.1 主要结论 ...................................................... 41 6.2 局限性 ........................................................ 42 6.3 研究展望 ...................................................... 42 致 谢 ..................................................... 43