Ⅰ 摘要 中国经济进入到新常态，国内工业产品需求放缓。我国与国外贸易争端增加， 中小企业生存环境恶化，加之当下经济环境下行，企业面临经营环境困难。中小 企业之间生存靠的是优秀的企业管理水平，优秀的管理模式能够使企业和员工获 得充分的发展。如何建中国经济进入到新常态，国内工业产品需求放缓立适应当 下经济环境下的企业管理是企业管理者应该思考的问题。 A 公司是本地区规模较大的焦化企业，主要生产焦炭及其附加产品，产品主 要供应京津冀地区。随着国家去产能推行和环境保护双重压力，企业出现经营效 益不高的局面。企业业绩也越来越难完成设定目标，提高企业管理水平迫在眉睫。 本文通过分析其存在的对企业不适合之处，为其改进提供依据。通过目标管理理 论为主线，运用多种分析方法帮助该企业设计符合其自身发展的绩效体系。 通过前期在 A 公司调查探求，结合 A 企业生产实际情况，针对 A 公司生产部 门、财务部门、人事部门、销售部门岗位以目标为导向建立绩效指标。使企业发 展愿景和企业个人愿景相统一。本文通过运用调查研究、实证研究法、定量分析 法等方法，运用 KPI 绩效管理、360 度绩效评价法、目标管理法、绩效管理工具帮 助 A 公司建立符合企业发展的绩效管理架构。帮助 A 公司建立以目标作为绩效管 理的关键因素对企业建立完善管理架构十分重要。经过分析论证，可以为同行业 企业建立绩效管理模式具有启示。 关键词：绩效管理；目标导向；KPI 指标；企业；员工； 评估Abstract II Abstract Under the current market environment, the Chinese economy has entered a new normal, and competition among enterprises has become increasingly fierce. Demand for domestic industrial products has slowed down. Coupled with the current economic downturn, companies face difficulties in the operating environment. In the final analysis, competition among enterprises is competition for talents. The survival of SMEs depends on good enterprise management level mechanism, an excellent management model has a positive guiding role for the development of enterprises and the development of employees. Can enable enterprises and employees to achieve full development. How to build China's economy into a new normal, domestic industrial product demand slows down and adapts to enterprise management in the current economic environment is a problem that enterprise managers should think about. Company A is a large-scale coking enterprise in the region, mainly producing coke and its additional products, and the products are mainly supplied to the Beijing-Tianjin-Hebei region. With the economic situation, the double pressure of the country to reduce production capacity and promote environmental protection, the company has experienced a situation where the operating efficiency is not high and the downward pressure has increased, and the company's profits have shown a downward trend. Corporate performance is also becoming more and more difficult to complete set goals, and improving corporate management is imminent. This article provides a basis for its improvement by analyzing its unsuitability for the enterprise. Through the goal management theory as the main line, the company uses a variety of analysis methods to help the company design a performance system that is consistent with its own development. This article through the previous research and study in Company A, combined with the actual situation of production of Company A, aimed at the company's production department, , and sales department to establish a goal-oriented performance indicator. Integrate corporate development goals with corporate employee development. This article uses survey research, empirical research methods, quantitative analysis and other methods, and uses KPI performance management, target management method, performance management tools to help Company A establish a performanceAbstract Ⅲ management framework that is in line with corporate development. Establishing the goal as the key factor of performance management through this article is very important for enterprises to establish a sound performance management framework. After analysis, it can be enlightened to establish a performance management model for companies in the same industry. Keywords: performance management; Goal orientation; key performance indicators ; enterprise ; staff Evaluation目 录 IV 目 录 摘要.....................................................................................................................Ⅰ Abstract...................................................................................................................II 第 1 章 绪论.............................................................................................................1 1.1 研究背景和意义........................................................................................1 1.1.1 研究背景.........................................................................................1 1.1.2 研究目的和意义.............................................................................2 1.2 国内外研究现状........................................................................................3 1.2.1 国外研究现状.................................................................................3 1.2.2 国内研究现状.................................................................................5 1.3 研究思路和方法........................................................................................6 1.3.1 研究思路.........................................................................................6 1.3.2 研究方法.........................................................................................6 1.3.3 研究内容和创新点.........................................................................7 1.4 文章结构....................................................................................................8 1.5 本章小结....................................................................................................9 第 2 章 绩效管理相关理论研究...........................................................................10 2.1 相关理论..................................................................................................10 2.1.1 绩效理论.......................................................................................10 2.1.2 绩效管理.......................................................................................10 2.1.3 绩效管理和绩效考核比较...........................................................11 2.2 绩效管理过程..........................................................................................11 2.2.1 绩效计划.......................................................................................11 2.2.2 绩效制定.......................................................................................12 2.2.3 绩效监测.......................................................................................12 2.2.4 绩效考评.......................................................................................12 2.2.5 绩效考评的反馈...........................................................................13 2.3 绩效管理方法..........................................................................................13 2.3.1 目标管理理论...............................................................................13目 录 V 2.3.2 关键绩效指标 KPI........................................................................14 2.3.3 360 度考评办法.............................................................................14 2.4 本章小结..................................................................................................15 第 3 章 A 公司绩效管理现状............................................................................... 16 3.1A 公司简介............................................................................................... 16 3.1.1A 公司基本状况............................................................................ 16 3.1.2A 公司组织架构............................................................................ 16 3.1.3A 公司人员构成情况.................................................................... 17 3.2A 公司绩效管理现状和问题................................................................... 19 3.2.1A 公司绩效管理实施现状............................................................ 19 3.2.2A 公司绩效管理存在的局限性.................................................... 21 3.2.3A 公司问卷调查问卷分析............................................................ 22 3.3 本章小结..................................................................................................23 第 4 章 A 公司以目标为导向的绩效管理体系................................................... 24 4.1A 公司目标为导向绩效体系设计原理................................................... 24 4.2A 公司以目标为导向的绩效管理体系设计框架................................... 25 4.2.1 目标为导向绩效管理体系设计思路...........................................25 4.2.2 目标为导向绩效管理体系设计原则...........................................26 4.2.3 目标为导向绩效管理体系设计中注意事项...............................27 4.3A 公司的目标体系与目标分解............................................................... 28 4.3.1A 公司的目标体系设计................................................................ 28 4.3.2A 公司的目标分解及设定............................................................ 30 4.3.3A 公司企业级关键绩效指标设定................................................ 32 4.4A 公司各个部门关键绩效指标的建立及考评....................................... 33 4.4.1A 公司财务部门 KPI 设定............................................................34 4.4.2A 公司生产部门 KPI 设定............................................................35 4.4.3A 公司销售部门 KPI 设定............................................................36 4.4.4A 公司人事部门 KPI 设定............................................................38 4.5 本章小结..................................................................................................39 第 5 章 A 公司目标为导向的绩效管理体系实施及反馈................................... 40 5.1A 公司绩效管理体系实施....................................................................... 40 5.1.1 绩效管理过程控制.......................................................................40 5.1.2 绩效评估的关键节点...................................................................41 5.1.3 绩效考核结果的应用...................................................................41目 录 VI 5.2A 公司绩效管理体系实施的保障........................................................... 42 5.2.1 完善企业绩效管理组织支撑架构...............................................42 5.2.2 完善 A 公司绩效体系的监督体系..............................................43 5.2.3 加强 A 公司企业绩效文化的建设..............................................43 5.2.4 强化公司领导对绩效的认识程度...............................................43 5.3 本章小结..................................................................................................44 结论.........................................................................................................................45。。。。。。以下内容略