APPLICATION OF KPI THEORY IN THE
PERFORMANCE APPRAISAL SYSTEM OF H
COMPANY
ABSTRACT
With the economic development of the enterprise is facing more and more
incentive competition, training is the key to the future enterprise competition in the
competition, good performance appraisal measures in the employee's salary allocation,
tmining, staff posts have an important role, for sure, a good performance appraisal
measures for enterprises to retain existing staff. However, H company's existing
performance appraisal measures Tias certain problem, so you need to build a new
performance appraisal measures for enterprises to retain valuable staff,and enhance
enterprise competitiveness.
Refer to the relevant studies of performance evaluation at home and abroad is
presented in this paper, based on the key performance evaluation indicators (KPI) as the
core,combined with the strategic target of constructing enterprise performance
appraisal indicators. Find out enterprise level KPI index first,and then make the KPI
index layers of decomposition, screening, establish enterprise secondary KPI, and gives
relevant weights are for individual, finally to establish the new performance appraisal
system. At the same time, the analysis enterprise in using the new performance appraisal
system may lead to problems, find solutions to these problems.
Construction of the performance appraisal system for H company's actual situation
to construct performance appraisal system,H company is a small and medium-sized
enterprise, performance appraisal of small and medium-sized enterprises do not
necessarily apply to the other big companies, at the same time, the actual situation of H
company and other small and medium enterprises in different sectors,enterprises of
different practical problems, therefore, H company's performance appraisal system does
not necessarily apply to other companies.
The establishment of performance appraisal system and did not make detailed
description on the staff level of performance appraisal system, construct the
corresponding performance appraisal form, which is present in the process of writing
this paper problem. Therefore, future research will focus more on the construction of the
staff performance appraisal table base, while the design of performance evaluation table
I
of the specific influence employee what.
KEY WORDS: performance appraisal,key performance appraisal indicators (KPI),
balanced scorecard
II
摘要
随着经济的不断发展企业面临着越来越激烈的竞争,未来企业的竞争关键是
人才的竞争,良好的绩效考核措施在员工的薪酬分配、培训、确定员工岗位方面
有重要的作用,良好的绩效考核有利于企业留住有价值员工。然而H公司现有的
绩效考核措施存在一定的问题,因此需要构建新的绩效考核措施为企业留住有价
值的员工,进而增强企业竞争力

本文在参阅国内外有关绩效考核研究的基础上,以关键绩效考核指标(KPI)
为核心,结合企业的战略目标构建企业绩效考核指标:會先找出企业一级KPI指
标,然后将一■级KPI指标层层分解、师选,建a/■企业—■级KPI指标,并为各个指
标赋予相关的权重,最终建立新的绩效考核体系。同时,分析企业在采用新的绩
效考核体系时可能带来的问题,找出解决这些问题的办法

文章不足之处主要表现在:文章的绩效考核体系的构建主要针对H公司的实
际情况来进行绩效考核体系的构建,H公司的绩效考核体系不一定适用于其他的
公司。同时文章在构建绩效考核体系中并没有对员工一级的绩效考核考核体系做
详尽的描述,构建相应的绩效考核表,这是本文在写作过程中存在的问题

关键词:绩效考核,关键绩效考核指标(KPI),平衡记分卡