随着市场竞争的加剧，企业间的竞争体现在人才的竞争，而一个良好的绩效 管理对提高员工工作效率、促进员工发展起着越来越重要的作用，最终决定一个 企业的成败。但企业在实际运作中，存在着重短期利益轻长期利益、评价指标与 企业战略目标脱节、缺少有效沟通反馈机制等问题，无法形成一个 PDCA 管理系 统。如何有效推进绩效管理，促进组织绩效和员工绩效的共同提高，最终推动企 业战略目标的实现成为重点关注的问题之一。 本文在对绩效管理和平衡计分卡相关理论进行总结的基础上，以平衡计分卡 为工具对家有电视购物公司绩效管理体系进行了优化。首先，通过理论研究得出 一个完整的绩效管理包括绩效计划、辅导、评价和反馈这四个过程。然后，通过 访谈、问卷调查和资料查阅，从绩效管理的四个方面对家有电视购物公司目前绩 效管理方面存在的问题进行了深入分析。接着对家有电视购物公司的绩效管理体 系进行了再设计。根据家有电视购物公司的战略建立战略地图；然后从战略地图 中推导出平衡计分卡四个层面的指标，依次建立公司、事业部(部门)、员工三个 层级分别定义关键指标，构建基于平衡计分卡的家有电视购物公司绩效管理指标 体系。最后，为能够顺利实施家有电视购物公司绩效管理方案，对公司所做的一 些保障措施。 本文运用平衡计分卡对家有电视购物公司绩效管理体系进行优化研究，明确 企业在绩效管理中过程和步骤。本文的研究对解决企业绩效管理体系中普遍存在 的问题，运用平衡计分卡构建企业战略性绩效管理指标体系，有效实施绩效管理 体系等方面提供了实例参考，具有一定的借鉴意义。 关键词，绩效管理 平衡计分卡 电视购物行业V ABSTRACT As market competition intensifies, competition among enterprises is embodied in competition for talents, while a good performance management plays an increasingly important role in improving employees’ productivity and promoting staff development, and ultimately determines the success of an enterprise. In practice, however, there exist the problems in enterprises such as short-sightedness, out-of-line of evaluation with corporate strategic objectives and lack of effective communication and feedback mechanisms, therefore a PDCA management system can not come into being. How to effectively promote performance management, stimulate the improvement of both organizational performance and employee performance, and ultimately to realize the corporate strategic objectives has become one of the key concerns. In this paper, on the basis of summarizing related theories of performance management and balanced scorecard, the performance management system of home TV shopping company has been optimized using balanced scorecard as a tool. First of all, through theoretical study, a procedure of four processes comes into being, which includes performance planning, counseling, evaluation and feedback. Then, the current problems of performance management in home TV shopping companies are analyzed in depth from the four aspects of performance management, through interviews, questionnaires and data access. After that, home TV shopping company's performance management system is redesigned. Next, a strategic map is established according to home TV shopping company's strategies; then the four-level indicators of the balanced scorecard are derived from the strategic map, followed by the establishment of three levels of company, division (department) and staff as well as the definition of key indicators in these three levels, and there comes the performance management indicator system of TV shopping company based on the balanced scorecard. Finally, some safeguard measures are involved for the smooth implementation of performance management plan of home TV shopping company. In this paper, the balanced scorecard is utilized to optimize the study on the performance management system of home TV shopping company, so as to pinpoint the processes and procedures of corporate performance management. This study provides an instance reference to solve common problems in the enterpriseVI performance management system, to build a strategic performance management indicator system by using the balanced scorecard, and to effectively implement the performance management system, therefore it has certain reference significance. Key Words: Performance Management, the Balanced Scorecard, Home TV Shopping IndustryVII 目 录 第 1 章 绪论................................................................................................................1 1.1 研究背景和意义...............................................................................................1 1.2 国内外研究综述...............................................................................................2 1.2.1 绩效管理概述.........................................................................................2 1.2.2 电视购物行业介绍...............................................................................11 1.2.3 家有电视购物公司概况.......................................................................11 1.3 研究内容及方法............................................................................................13 1.3.1 研究内容...............................................................................................13 1.3.2 研究方法...............................................................................................13 1.4 报告的研究思路及框架结构.........................................................................14 第 2 章 公司绩效管理诊断......................................................................................15 2.1 公司目前绩效管理现状.................................................................................15 2.2 绩效管理问题分析.........................................................................................16 2.2.1 员工访谈综合分析...............................................................................16 2.2.2 问卷调查数据分析...............................................................................17 2.3 绩效管理诊断结论.........................................................................................18 第 3 章 绩效管理的再设计......................................................................................20 3.1 绩效管理再设计的目标和原则.....................................................................20 3.2 绩效计划.........................................................................................................20 3.2.1 考核对象划分.......................................................................................20 3.2.2 考核周期及评价方式...........................................................................21 3.2.3 考核指标及权重设计...........................................................................22 3.3 绩效辅导.........................................................................................................38 3.3.1 持续沟通...............................................................................................38 3.3.2 信息收集...............................................................................................39 3.4 绩效评价及应用.............................................................................................39 3.4.1 考核结果评价.......................................................................................39 3.4.2 考核结果应用.......................................................................................41 3.5 绩效反馈与申诉.............................................................................................42 3.5.1 绩效反馈面谈.......................................................................................42VIII 3.5.2 绩效申诉...............................................................................................44 第 4 章 绩效考核方案的实施保障..........................................................................45 4.1 领导支持.........................................................................................................45 4.2 宣贯.................................................................................................................45 4.3 员工培训.........................................................................................................45 4.4 制度保障.........................................................................................................46