I 摘要 随着“一带一路”战略的稳步建构与持续推进，我国建筑企业迎来了前所未有的发 展机遇期。值此背景下，我国主要建筑企业对己身绩效输出及行业整体绩效损益水平的 关注，无疑成为业者群体核心竞争实力提升、市场发展活力维续的主要动因。其理论基 础在于，绩效管理是人力资源规划的有机组成部分，是将抽象的企业战略规划具体化为 指标考核体系管理的关键环节和重要步骤。其现实基础在于，绩效往往通过层层分解企 业发展目标，并落实至作为内控价值链终端的“基层员工”处加以实现，即通过量化使 员工清晰了解企业的“顶层设计”；这不仅能起到引导和激励员工行为进入“中心轨道” 的作用，更有助于架构级次清晰、权责分明的企业管理体系，将员工行为取向和组织绩 效反馈安放在一个良性的循环圈中，从而解决大型建筑企业管理的滞后性问题。 ZJ公司显然具有呈现上述理论和现实逻辑演动的典型性。于是，本文便以ZJ公司 这一世界500强国有建筑企业全资子公司为研究样本，结合绩效管理的前沿理论知识， 从绩效考核指标优化角度，深入探讨国有大型建筑企业中层管理者的绩效管理架构。首 先，ZJ公司的国有企业背景与业务范围广泛、资本能力较强的特征使其在我国建筑类 企业当中具有一定代表性；其次，具体至ZJ公司中层管理者的绩效考核指标体系，通 过对其组织结构、人员结构的分析，并结合调查问卷的结果反馈，发现其存在绩效指标 体系与企业战略不相符、绩效指标制定不科学、目标不明确、激励机制不足与反馈机制 不及时的问题；针对于此，有必要在遵循战略目标导向原则、可行性原则、定量与定性 结合等原则的基础上，运用“关键指标法”和“目标管理法”这两种绩效管理工具对 ZJ公司中层管理者绩效考核指标体系进行战略指标的设置和优化，继而运用“层次分 析法”厘定相关指标的权重；最后，应当在组织保障、制度保障、文化保障与技术保障 四个方面着手，保障其优化后指标体系的实施与不断改进。 关键词：中层管理者关键指标法目标管理法绩效考核指标 Abstract II Abstract Withthesteadyconstructionandcontinuouspromotionofthe“BeltandRoadInitiative” strategy,China'sconstructionenterpriseshaveusheredinanunprecedentedperiodof developmentopportunities.Againstthisbackground,theattentionofChina’smajor constructionenterprisestotheirownperformanceoutputandtheoverallperformanceprofit andlossleveloftheindustryhasundoubtedlybecomethemainmotivationforthe improvementofcorecompetitivenessoftheindustrygroupandthemaintenanceofmarket vitality.Itstheoreticalbasisliesinthatperformancemanagementisanorganicpartofhuman resourcesplanning,whichisthekeylinkandimportantstepinthemanagementofthe evaluationsystemtoconcretelytransformtheabstractenterprisestrategicplanninginto aspecificindex.Therealisticbaseisthatperformanceisoftenachievedbydecomposingthe developmentgoalsoftheenterpriseandimplementingittothe“root-levelemployees”as theterminaloftheinternalcontrolvaluechain,thatis,byquantifyingtheemployeesto clearlyunderstandthe“topdesign”oftheenterprise;whichcannotonlyguideandmotivate employees'behaviortoenterthe"centraltrack",butalsohelptobuildaenterprise managementsystemwithclearstructureandclearauthorityandresponsibility,and placeemployees’behaviororientationandorganizationalperformancefeedbackinavirtuous circle,soastosolvethelaggingproblemoflarge-scaleconstructionenterprisemanagement. ZJCorporationobviouslyhasthetypicalityofpresentingtheabovetheoreticaland realisticlogic.Therefore,thispapertakesZJcompany,awholly-ownedsubsidiaryofoneof theworld'stop500state-ownedconstructionenterprises,astheresearchsample,combines thecutting-edgetheoreticalknowledgeofperformancemanagement,andprobesintothe performancemanagementstructureofmiddlemanagersinlargestate-ownedconstruction enterprisesfromtheperspectiveofperformanceevaluationindicatoroptimization.Firstly,ZJ Corporationhasthecharacteristicsofstate-ownedenterprisebackground,widebusiness scopeandstrongcapitalability,whichmakesitrepresentativeamongtheconstruction enterprisesinChina;secondly,specifictotheperformanceevaluationindexsystemofZJ company'smiddle-levelmanagers,throughtheanalysisofitsorganizationalstructureand personnelstructure,andcombinedwiththeresultsofthequestionnairefeedback,itshouldbe foundthattheperformanceindexsystemisnotconsistentwiththeenterprisestrategy,the performanceindexisnotscientific,thegoalisnotclear,theincentivemechanismisnot enoughandthefeedbackmechanismisnottimely;inviewofthis,itisnecessarytofollow Abstract III theprinciplesofstrategicgoalorientation,feasibilityprinciple,quantitativeandqualitative combination,andusethetwoperformancemanagementtoolsof"KeyIndicatorMethod"and "TargetManagementMethod"tosetandoptimizethestrategicindicatorsofZJcompany's middle-levelmanagers'performanceevaluationindexsystem,andthenusethe"Analytic HierarchyProcess"todeterminetheweightoftherelevantindicators;finally,itshouldstart fromfouraspects:organizationalsecurity,institutionalsecurity,culturalsecurityand technicalsecuritytoensuretheimplementationandcontinuousimprovementoftheoptimized indexsystem. Keywords:Middlemanagers;KeyPerformanceIndicator(KPI);Targetmanagement method;Performanceevaluationindicator. ZJ公司中层管理者绩效考核优化研究 IV 目录 1绪论.................................................................................................................................1 1.1研究背景与研究意义..................................................................................................1 1.1.1研究背景............................................................................................................1 1.1.2研究意义............................................................................................................1 1.2国内外研究现状..........................................................................................................2 1.2.1国外研究现状....................................................................................................3 1.2.2国内研究现状....................................................................................................3 1.3研究内容与方法..........................................................................................................4 1.3.1研究内容............................................................................................................4 1.3.2论文研究方法及技术路线................................................................................5 2绩效考核概述........................................................................................................................7 2.1绩效考核......................................................................................................................7 2.1.1绩效考核的含义................................................................................................7 2.1.2绩效考核的特点................................................................................................7 2.1.3绩效考核的意义................................................................................................8 2.2绩效考核指标..............................................................................................................9 2.2.1绩效考核指标的含义及设计原则....................................................................9 2.2.2绩效考核指标的特征......................................................................................10 2.3绩效考核方法............................................................................................................10 2.3.1关键指标法.......................................................................................................11 2.3.2目标管理法.......................................................................................................11 3ZJ公司中层管理者绩效考核操作化中存在的问题.........................................................12 3.1ZJ公司概况................................................................................................................12 3.2ZJ公司组织结构........................................................................................................12 3.3ZJ公司人员结构........................................................................................................13 3.3.1ZJ公司员工结构.....................................................................................