摘要
在企业的人力资源管理中,绩效管理是具有总结性和承接性的工作,
是人力资源管理与幵发的核心内容,是最具系统性的评价工程。这种评价
的过程和结果将直接对人力资源工作的其他方面产生影响,进而左右企业
人力资源政策乃至整体运行效果。因此,建立和完善绩效管理体系应该是企
业提高绩效和竞争力的关键所在,也是企业工作的重点。EC惠州公司为美
资制造型企业,从2010年幵始,公司的员工流失率,客户不满意度,客户
品质投诉等方面呈现直线上升趋势。经调研,主要原因在于员工对于公司
目前薪酬绩效以及升迁方面存在不满,公司对员工的绩效管理没有跟上企
业发展的需要。

本文从理论上对绩效管理进行概述,首先对绩效管理的概念和内容进
行论述,介绍绩效管理的流程;从实践上,首先对EC惠州公司的基本情况
进行阐述,介绍了 EC惠州公司的绩效管理流程和考核方法,主要介绍了生
产线员工的关键业绩指标与考核项目及权重和关键业绩指标的计算方法,
并且介绍了 EC惠州公司绩效管理的绩效沟通现状。接着从EC惠州公司绩效
管理存在的问题入手,通过访谈与调研,总结出EC惠州公司目前的绩效管
理存在生产线员工绩效考核指标与权重设置不合理,中层管理者对员工绩
效考核执行力度不够,上下员工缺乏持续的绩效沟通,绩效管理的开展缺
乏必要的支持,绩效考核结果运用不到位等问题,并对存在问题进行原因
分析,探讨如何进一步改进EC惠州公司员工的绩效管理措施。如设置合理
的生产线员工绩效考核指标,确定人事部门和各部门经理的绩效管理中的
职责,拓宽有效的沟通渠道,加大对绩效管理的支持力度,建立完善的绩
效考核结果应用体系等等,使得公司的绩效管理水平提高到一个新的高度,
而通过公司对员工绩效管理水平的提升,提高公司与个人绩效,最终提高
整个公司的效益,因此对EC惠州公司的持续发展具有较大的现实意义。

关键词:绩效管理;考核;沟通
Abstract
Along with the economic globalization and the arrival of information era,
companies around the world are facing increasing competition in the domestic
and international market. In order to improve their competitive ability and
adaptability, many enterprises are exploring an effective way to increase
productivity and improve organizational performance. As the markets mature
and competition intensifying, many enterprises face enormous pressure to
survive and the development space are getting smaller.One of its important
reason is that these companies do not have big improvement in the
performance management like lacking of a good performance management
system or poor execution to the system, lacking of full understanding of
performance management concept and do not have enough support, etc. All
above items are the bottleneck to restrict the development of performance
management, Therefore, to establish and perfect the performance management
system is the key to improve performance and competitiveness which is also
the focus of one enterprise for better development. EC (HZ) Company is an
U.S. manufacturing enterprises that headquarter is locating in US Missouri
state. Start from 2010, the company has facing a high staff turnover rate and
lower customer satisfaction, even got more customer complaints on the quality.
The main reason is the employees did not satisfy with the salary and bonus,
also did not get good chance on the career development and promotion. They
found the performance management of this company did not keep up with the
needs of the development of the Conpany.
At the begging of this paper has indicated the background of this topic
and the meaning to the company for this study. Second, it has an overview of
the performance management theories, then summarize the concept and
content of performance management essentially and introduces the
performance management process; The third part is to elaborates the current
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