基层管理人员对于公司发展战略、战术的贯彻落实有着决定性的作用，影响着 整个公司的发展。对电力设备企业而言，基层管理人员是公司日常运营与企业战略 落地的关键管理层级，加强对其的绩效考核研究非常必要。绩效考核制度引入中国 的时间还很短，还处于发展的初级阶段，企业在运用绩效考核制度的过程中也不是 完全顺畅，甚至很多企业在发展的过程中并没有把绩效考核放在重要的位置上，在 实践过程中还需要完善。 本文沿着提出问题——分析问题——解决问题的主旨思路研究了S电力设备企 业的发展现状以及绩效考核制度在其管理过程中的应用情况，发现 S 电力设备企业 在运用绩效考核制度是存在的不足之处，分析其出现的原因以及对公司造成的影 响，并针对这些不足之处提出相对应解决措施。 本文的研究内容一共分为五个部分。第一部分为绪论。第二部分是相关理论和 方法。第三部分是 S 电力设备企业基层管理人员绩效考核现状及问题分析。主要阐 述 S 电力设备企业的基本情况，S 电力设备企业基层管理人员绩效考核的现状。第 四部分是 S 电力设备企业基层管理人员绩效考核存在的主要问题以及成因。第五部 分是 S 电力设备企业基层管理人员绩效考核方案的改进设计。主要进行目标和原则 优化，绩效考核体制和机制优化，绩效考核内容优化。 研究表明S电力设备企业有限公司基层管理人员绩效考核存在的主要问题在于 缺乏与战略匹配的绩效计划，绩效考核组织过程的认知度和参与度不高，绩效考核 内容和指标设计缺乏科学性，评价结果的应用不科学。鉴于此本文引入 KPI 的方法。 S 电力设备企业基层管理人员得分绩效考核分数等级划分的方式是按照比重进行划 分的，公司级别 KPI 占总等分的 30%，部门级别 KPI 占总体得分的 30%，基层人 员自身就自带40%的KPI比例。将这三种得分进行叠加后就能获得员工的最终得分。 与员工得分相关联的就是 KPI 等级，因此做好绩效考核实施前应线对公司级、部门 级、员工通用级等三级 KPI 进行明确。 关键词：电力设备制造公司；基层管理人员；绩效考核I ABSTRACT Grassroots managers have a decisive role in the implementation of the company's development strategy and tactics, affecting the development of the entire company. For power equipment companies, grassroots managers are the key management level for the company's daily operations and corporate strategy. It is necessary to strengthen its performance appraisal research. The introduction of performance appraisal system into China is still very short, and it is still in the initial stage of development. Enterprises are not completely smooth in the process of applying performance appraisal system. Even many enterprises do not put performance appraisal in an important position in the process of development. In the process, it needs to be improved. This paper studies the development status of S power equipment enterprises and the application of performance appraisal system in its management process along the main idea of asking questions - analyzing problems - solving problems. It is found that S power equipment enterprises are using performance appraisal system. The inadequacies, analyze the reasons for its emergence and the impact on the company, and propose corresponding solutions to these shortcomings. The research content of this paper is divided into five parts. The first part is an introduction. The second part is related theory and method. The third part is the status quo and problem analysis of performance appraisal of grassroots management personnel in S power equipment enterprises. Mainly describes the basic situation of S power equipment enterprises, the status quo of performance evaluation of grassroots management personnel of S power equipment enterprises. The fourth part is the main problems and causes of the performance appraisal of grassroots managers in S power equipment enterprises. The fifth part is the improved design of the performance appraisal plan for the grassroots management personnel of S power equipment enterprises. Mainly to optimize objectives and principles, performance appraisal system and mechanism optimization, performance appraisal content optimization. The research shows that the main problems in the performance appraisal of grassroots managers of S Power Equipment Co., Ltd. are the lack of performance matching plan, the recognition and participation of performance appraisal organization process is not high, and the performance appraisal content and index design are not scientific. The application of the evaluation results is not scientific. S power equipment enterprise grassroots management personnel score performance appraisal scoreII classification is divided according to the proportion, company-level KPI accounted for 30% of the total score, department-level KPI accounted for 30% of the overall score, grassroots personnel themselves bring 40 % KPI ratio. By superimposing these three scores, you can get the employee's final score. The KPI level is related to the employee's score. Therefore, before the performance appraisal is implemented, the KPI of the company level, department level, and employee general level should be clearly defined. KEYWORDS: power equipment manufacturing company; grassroots management personnel; performance appraisal1 目 录 第一章 绪 论............................................................................................1 第一节 研究的背景和意义......................................................................................1 一、研究背景........................................................................................................1 二、研究意义........................................................................................................1 第二节 国内外研究现状..........................................................................................2 一、国外研究现状................................................................................................2 二、国内研究现状................................................................................................2 第三节 研究方法..................................................................................................4 第二章 绩效考核相关理论综述..............................................................5 第一节 绩效和绩效考核..........................................................................................5 一、绩效的概念及影响因素................................................................................5 二、绩效考核的概念及流程................................................................................5 第二节 绩效考核体系..............................................................................................5 一、绩效考核的主体............................................................................................5 二、绩效考核的内容............................................................................................6 三、绩效考核的周期............................................................................................6 四、绩效考核的方法............................................................................................7 五、绩效考核的反馈与运用................................................................................8 第三章 S 电力设备企业基层管理人员绩效考核现状 ..........................9 第一节 S 电力设备企业概况...................................................................................9 一、S 电力设备企业简介.....................................................................................9 二、S 电力设备企业组织结构.............................................................................9 三、S 电力设备企业基层管理人员的基本情况.................................................9 第二节 S 电力设备企业基层管理人员绩效考核体系现状调查问卷设计.........12 一、问卷设计的原则..........................................................................................12 二、问卷题项的具体设计..................................................................................132 三、问卷发放与回收.......................................................................................... 14 第三节 S 电力设备企业基层管理人员问卷的调查结果及问题分析................. 14 一、绩效考核的主体调查结果分析.................................................................. 14 二、绩效考核的内容调查结果分析.................................................................. 15 三、绩效考核的周期调查结果分析.................................................................. 17 四、绩效考核的方法过程调查结果分析.......................................................... 17 五、绩效考核的结果反馈运用调查结果分析.................................................. 18 第四章 S 电力设备企业基层管理人员绩效考核体系主要问题分析 21 第一节 基于问卷的 S 电力设备基层管理人员绩效考核体系重点问题筛选.... 21 一、基于层次分析法的问题定量排序.............................................................. 21 二、基于运营管理实践的问题定性筛选.......................................................... 23 第二节 S 电力设备基层管理人员绩效考核体系重点问题分析......................... 24 一、绩效主体缺乏明确的考核目的计划.......................................................... 24 二、绩效考核内容和指标设计缺乏科学性...................................................... 25 三、绩效考核组织过程的认知度和参与度不高.............................................. 26 四、评价结果的反馈应用不科学...................................................................... 27 第五章 S 电力设备企业基层管理人员绩效考核体系优化设计 ........30 第一节 S 电力设备企业基层管理人员绩效考核体系改进的原则和目标......... 30 一、绩效考核改进的原则.................................................................................. 30 二、绩效考核体系改进的目标.......................................................................... 30 第二节 S 电力设备企业基层管理人员绩效计划的改进..................................... 31 一、做好基层管理人员绩效考核知识的宣传讲解.......................................... 31 二、通过培训提高管理人员对绩效考核的认知.............................................. 31 三、制定差异化绩效计划.................................................................................. 32 第三节 S 电力设备企业绩效辅导沟通的优化..................................................... 32 一、做好绩效考核的宣传.................................................................................. 32 二、通过培训提高管理人员绩效考核方法...................................................... 33 第四节 S 电力设备企业基层管理人员绩效考核评价的优化............................. 33 一、成立考评组织.............................................................................................. 33 二、考评方法的选择.......................................................................................... 343 四、基于 KPI 考评指标的确定..........................................................................35 第五节 S 电力设备企业绩效结果反馈与运用的优化.........................................39 一、绩效考核结果反馈......................................................................................39 二、绩效考核结果应用......................................................................................40 第六章 S 电力设备企业基层管理人员绩效考核体系改进方案实施保障 措施..........................................................................................................41 第一节 组织保障....................................................................................................41 一、优化组织机构..............................................................................................41 二、明确角色划分..............................................................................................41 三、完善职责分工..............................................................................................41 第二节 人员保障....................................................................................................42 一、构建高效的绩效考核团队..........................................................................42 二、强调公司全员参与......................................................................................42 三、完善基层管理人员激励机制......................................................................43 第三节 制度保障....................................................................................................44 一、绩效考核指标设定制度..............................................................................44 二、绩效考核评估制度......................................................................................45 三、绩效结果应用及改进制度..........................................................................45 第四节 文化保障....................................................................................................45 一、公司领导层面文化保障..............................................................................45 二、公司基层管理人员层面文化保障..............................................................46 第五节 绩效考核培训及技术保障........................................................................46 一、绩效考核培训..............................................................................................46 二、绩效考核技术保障......................................................................................47 结论与建议..............................................................................................48