摘要 目前社会正处在知识爆炸的时代，随着这个时代各种各样信息量的倍增与冲击，对 正在快速发展的律师事务所无非是一项巨大的挑战。为了面对社会发展变化中带来的挑 战，律师事务所需要打破传统的管理思维模式，引入先进的管理理念，从人力资源管理 的角度建立组织发展的战略性思维，不断提升律所的核心竞争力和市场占有率，才能在 这个知识风暴如此迅猛的时代立于不败之地。绩效考核便是绩效管理的一个抓手，更是 律所实施管理的途径，它已经成熟地应用于各类企业的管理活动。目前，已经有律师事 务所开始将它应用于自己的管理中，还是存在一些问题。 本文主要以 W 律师事务所为研究对象，目的在于解决 W 律师事务所目前绩效考核 无法发挥其作用以及无法促进事务所未来快速发展的需要的实际问题。因此，在研究过 程中采用调查问卷、访谈法等方法，全面分析了 W 律师事务所绩效考核管理现状以及 当中存在的问题。发现该所的绩效考核中存在指标与考核对象的匹配度不高，考核流程 不完善，绩效考核缺乏公平，考核结果的应用不到位等问题。为解决这些问题，利用关 键绩效指标法等方法为 W 律师事务所提出了绩效考核的优化方案，优化了考核指标， 完善了绩效考核的实施过程，并为绩效考核结果的应用提供了相应的方案。为了使绩效 考核的优化方案得以顺利实施，提出了建立绩效考核制度、加强绩效考核培训、建立完 善的薪酬制度、优化工作说明书四项保障措施。 通过对W律师事务所的研究，进一步促进绩效考核在律师事务所管理方面的应用， 对于绩效考核的应用领域有拓展性的深入研究。 关键词，绩效考核， 关键绩效指标， 指标体系， 优化方案， 律师事务所西北大学硕士学位论文 ABSTRACT At present, the society is in the era of knowledge explosion. With the doubling and impact of various kinds of information in this era, it is a great challenge for the law firm which is developing rapidly. In order to face the challenges brought by social development, law firms need to break through the traditional mode of management thinking, introduce advanced management ideas, and establish strategic thinking of organizational development from the perspective of human resources management. Only by improving the core competitiveness and market share of law firms can we stand in an invincible position in such an era of knowledge storm. Performance appraisal is a starting point of performance management, and it is also a way for law firms to implement management. It has been mature applied to all kinds of enterprise management activities. At present, some law firms have begun to apply it to their own management, there are still some problems. This paper mainly focuses on W law firm in order to solve the practical problem that W law firm can't play its role at present and can't promote the fast development of W law firm in the future. Therefore, in the process of the research, using the methods of questionnaire, interview and so on, this paper analyzes the present situation and the problems of the performance appraisal management of W lawyers' affairs in an all-round way. It is found that there are some problems in the performance appraisal of the institute, such as the matching degree between the index and the evaluation object is not high, the assessment process is not perfect, the performance appraisal is lack of fairness, the application of the evaluation results is not in place and so on. In order to solve these problems, the key performance index method is used to put forward the optimization scheme of performance appraisal for W law firm, optimize the evaluation index, and perfect the implementation process of performance appraisal. The application of non-performance appraisal results provides a corresponding scheme. In order to carry out the optimization scheme of performance appraisal smoothly, the measures such as strengthening performance appraisal training, establishing perfect salary system and so on are put forward. Through the research on W lawyer affairs, we can further promote the application of performance appraisal in the management of law firms, and further study the application of performance appraisal in the field of performance appraisal.ABSTRACT scheme, law firm Keywords，Performanceappraisal,keyperformanceindicators,indicatorsystem,optimization目 录 1 目 录 摘要................................................................................................................................III ABSTRACT.....................................................................................................................IV 目 录..................................................................................................................................1 第一章 绪论......................................................................................................................7 1.1 研究背景与意义......................................................................................................7 1.1.1 研究背景...........................................................................................................7 1.1.2 研究意义...........................................................................................................8 1.2 研究思路及方法......................................................................................................8 1.2.1 研究思路..........................................................................................................8 1.2.2 研究方法...........................................................................................................8 1.3 研究内容与框架......................................................................................................9 1.3.1 研究内容...........................................................................................................9 1.3.2 研究框架.........................................................................................................10 1.4 论文的主要贡献....................................................................................................10 第二章 相关理论及文献综述........................................................................................12 2.1 绩效考核相关概念................................................................................................12 2.1.1 绩效考核概念................................................................................................12 2.1.2 绩效考核的方法.............................................................................................12 2.1.3 绩效考核的流程............................................................................................15 2.2 国内外研究现状....................................................................................................16 2.2.1 国外研究现状.................................................................................................16 2.2.2 国内研究现状.................................................................................................16 第三章 W 律师事务所绩效考核现状及问题 ...............................................................18 3.1W 律师事务所介绍 ................................................................................................18 3.1.1W 律师事务所简介 .........................................................................................18 3.1.2W 律师事务所组织结构 .................................................................................18西北大学硕士学位论文 2 3.1.3W 律师事务所人员结构................................................................................. 19 3.2W 律师事务所绩效考核现状................................................................................ 21 3.2.1 绩效考核现状................................................................................................. 21 3.2.2 调查问卷结果分析......................................................................................... 26 3.3W 律师事务所绩效考核中存在的问题................................................................ 27 3.3.1 绩效考核指标的匹配度不高......................................................................... 27 3.3.2 考核流程不完善............................................................................................. 29 3.3.3 绩效考核缺乏公平......................................................................................... 29 3.3.4 考核结果的应用不到位................................................................................. 30 3.4W 律师事务所绩效考核问题的成因分析............................................................ 32 3.4.1 考核指标与组织的战略目标契合度低......................................................... 32 3.4.2 管理者对绩效考核的不重视......................................................................... 33 3.4.3 考核参与者对绩效考核的认识不足............................................................. 34 3.4.4 现有的管理水平有限..................................................................................... 35 第四章 W 律师事务所绩效考核优化方案的设计....................................................... 37 4.1 绩效考核优化方案设计的原则和思路................................................................ 37 4.1.1 设计的原则..................................................................................................... 37 4.1.2 设计的思路..................................................................................................... 38 4.2 绩效考核目标的优化设计与分解........................................................................ 39 4.2.1 考核目标的确定............................................................................................. 39 4.2.2 考核目标的分解............................................................................................. 39 4.3 绩效考核指标优化的内容.................................................................................... 40 4.3.1 绩效考核指标的建立..................................................................................... 40 4.3.2 考核指标权重的设立..................................................................................... 45 4.3.3 考核指标标准设定......................................................................................... 54 4.4 绩效考核实施流程优化的内容............................................................................ 56 4.4.1 绩效考核参与者和考核周期......................................................................... 56 4.4.2 绩效考核实施的流程..................................................................................... 57 4.5 绩效结果应用的优化............................................................................................ 58 第五章 绩效考核方案实施的保障措施........................................................................ 60目 录 3 5.1 建立绩效考核的管理制度....................................................................................60 5.2 加强绩效考核培训................................................................................................60 5.3 完善薪酬制度........................................................................................................61 5.4 优化工作说明书....................................................................................................61 第六章 结论与展望........................................................................................................63 6.1 结论........................................................................................................................63 6.2 展望........................................................................................................................63