摘要
在全球经济一体化脚步加快，中国市场经济进一步发展的大背景下，各大企
业之间都在尝试利用管理上的优化和经营方式的创新，来深挖自身的潜力，从而
打造属于企业自己的核心竞争优势。所以，企业如何根据实际情况和既定战略目
标，制定有效、可行的绩效考核方案，已经成为了企业管理的战略性课题。本文
主要面向中石油SY销售分公司（下称SY销售公司）员工绩效考核进行研究。SY
销售公司是中石油旗下的全资子公司，是M地区成品油主供应商。在SY销售公
司成立的几十年里，经历了时代变迁，公司也不断发展壮大起来。目前，SY销售
公司员工总数已达1600余人，其主营业务由单纯的成品油销售，延展成包括汽油、
柴油、润滑油、非油品销售等多项业务。但由于公司人力资源管理机制的落后和
不健全，公司员工同岗不同酬、公司人员冗余臃肿，资源分配不合理等问题日益
突出。在绩效考核方面，观念和思维方式的固化、考核制度缺陷、执行力度不足、
绩效考核结果应用不到位等，已成为SY销售公司绩效考核中不可忽视的问题。本
文首先以绩效考核相关理论作为基础，对SY销售公司基本情况和绩效考核现状进
行介绍，然后通过对绩效考核的SWOT分析，明确SY销售公司绩效考核的优势、
劣势、机会与威胁。其次，使用问卷调查法，找出公司员工绩效考核现状存在的
问题，并进行原因分析，为SY销售公司绩效考核提供了改进的目标和方向。接着，
根据绩效考核的目标和原则，设计了符合SY销售公司发展目标，合理可行的绩效
考核改进方案。最后，制定SY销售公司绩效考核实施步骤、反馈机制等，并提出
应从组织保障、制度保障、技术保障三个方面确保SY销售公司绩效考核能够正常
有序的实施。

关键词：绩效考核， 改进方案， 实施保障， 成品油销售公司
II
Research on the Employee Performance Evaluation of CNPC
SY Sales Branch
III
Abstract
With the accelerating pace of global economic integration and the development of
China&39;s market economy, all major enterprises are trying their best to tap the potential of
their optimization management and management innovation, so as to create their own
core competitive advantage. Therefore, how to formulate an effective and feasible
performance appraisal scheme according their actual conditions and established
strategic goals has become a strategic issue for enterprise management. This article is
mainly focus on the SY sales branch of CNPC (hereinafter referred to SY sales
company) employee performance appraisal. SY sales company is a wholly owned
subsidiary of CNPC, and it is the M region&39;s main oil supplier. In the past decades that
SY Sales Company was established, it has undergone the changes of the times and the
company has been continuously developing and expanding. At present, SY sales
company has reached a total number of more than 1,600 employees. It’s main business
has from a simple sale of refined oil products expanded into including gasoline, diesel,
lubricants, non-oil sales and many other businesses. However, due to the backwardness
and imperfectness of the company&39;s human resources management system, the problems
such as different payment of employees in the same position, bloated redundant
employees and irrational allocation of resources have become increasingly prominent.
In the aspect of performance appraisal, the curing of concept and mode thinking, the
defect of appraisal system, the inefficient of execution and the application of
performance appraisal result have become the problems which can not be neglected in
the performance appraisal of SY sales company. Based on the relevant theories of
performance appraisal, this paper introduces the basic situation of SY sales company
and the status of performance appraisal. Then, through the SWOT analysis of
performance appraisal including advantages, disadvantages, opportunities and threats of
SY appraisal company are clarified. Secondly, using the questionnaire survey to find out
the existing problems of employee performance appraisals system, and analyzing the
reasons behind, this paper provides an improved goal and direction for the performance
appraisal of SY sales company. Then, according to the goals and principles of
performance appraisal, this paper designs a plan of performance appraisal that is in line
with the development goal of SY Marketing Company and is reasonable and feasible.
Finally, we design the implementation steps, feedback mechanism and so based on of
performance appraisal of SY sales company put forward that we should ensure the
normal and orderly implementation of SY performance appraisal from three aspects of
organizational guarantee, system guarantee and technical support.
Key words: performance appraisal, improvement plan, implementation guarantee,
refined oil sales company
IV目录
摘要 ........... I
Abstract .... III
第1章 绪论 ......... 1
1.1 研究背景 . 1
1.2 研究目的与意义 . 1
1.3 国内外研究现状 . 2
1.3.1 国外研究现状 ....... 2
1.3.2 国内研究现状 ....... 3
1.4 研究内容和研究方法 ..... 5
1.4.1 研究内容 ... 5
1.4.2 研究方法 ... 5
1.5 研究思路和创新点 ......... 6
第2章 绩效考核相关理论 ......... 7
2.1 绩效考核概念和意义 ..... 7
2.1.1 绩效考核的概念 ... 7
2.1.2 绩效考核的意义 ... 7
2.2 绩效考核的内容和原则 . 8
2.2.1 绩效考核的内容 ... 8
2.2.2 绩效考核原则 ....... 8
2.3 绩效考核层次与方法 ..... 9
2.3.1 绩效考核的层次 ... 9
2.3.2 绩效考核主要方法 ......... 10
第3章 SY销售公司员工绩效考核现状 ......... 12
3.1 SY销售公司的基本情况 .......... 12
3.1.1 SY销售公司组织结构 .... 12
3.1.2 SY销售公司主营业务 .... 13
3.1.3 SY销售公司人员基本情况 ........ 13
3.2 SY销售公司绩效考核现状 ...... 14
3.2.1 SY销售公司绩效考核原则 ........ 14
3.2.2 SY销售公司绩效考核方法 ........ 14
V
3.2.3 SY销售公司绩效考核现状 ....... 15
3.3 SY销售公司员工绩效考核SWOT分析 ........ 18
3.3.1 优势分析18
3.3.2 劣势分析19
3.3.3 机遇分析19
3.3.4 挑战分析20
第4章SY销售公司员工绩效考核存在的问题及原因分析 . 21
4.1 SY销售公司员工绩效考核问卷调查 . 21
4.1.1 调查问卷的设计21
4.1.2 问卷调查的实施与样本选择 .... 21
4.1.3 调查问卷数据分析 ........ 21
4.2 SY销售公司员工绩效考核存在的问题 ......... 22
4.2.1 对绩效考核的认知理解不到位22
4.2.2 考核结果无法客观公正的反映工作实际情况23
4.2.3 绩效考核项目存在一定不合理性、考核评分和标准有待细化 ........ 24
4.2.4 考核内容无法体现激励性 ........ 25
4.2.5 现行绩效考核的反馈机制的不足 ........ 26
4.2.6 绩效考核应用不到位 .... 27
4.3 SY销售公司员工绩效考核存在问题的原因分析 ..... 27
4.3.1 对绩效考核的理解及其重要性认识不到位 .... 27
4.4.2 考核项目定性多，定量少 ........ 27
4.4.3 考核指标细化的程度及合理性低 ........ 28
4.4.4 考核制度不完善，缺乏反馈 .... 28
4.4.5 未能合理的对绩效考核进行应用 ........ 29
第5章 SY销售公司员工绩效考核改进 ........ 30
5.1 SY销售公司员工绩效考核改进目标与原则 . 30
5.1.1 SY销售公司员工绩效考核改进目标 ... 30
5.1.2 SY销售公司员工绩效考核改进原则 ... 30
5.2 SY销售公司员工绩效考核改进思路与前期准备 ..... 31
5.2.1 绩效考核改进思路 ........ 31
5.2.2 绩效考核改进的前期准备工作32
5.3 绩效考核的指标改进 .. 33
5.3.1 关键绩效指标的确定 .... 33
5.3.2 完善指标体系，划分权重 ........ 36
VI
第6章 SY销售公司员工绩效考核的实施与保障 ..... 40
6.1 制定绩效计划 ... 40
6.2 绩效考核的实施与管理 ........... 42
6.3 绩效结果的反馈 ........... 43
6.4 绩效结果的应用 ........... 45
6.5 绩效考核方案实施保障 ........... 47
6.5.1 组织保障 . 47
6.5.2 制度保障 . 49
6.5.3 技术保障 . 49
第7章 研究结论与展望 ........... 51
7.1 研究结论 ........... 51
7.2 展望 ....... 52
参考文献 . 53
附录A 关于SY销售公司现行绩效考核的调查问卷55
在学期间研究成果 ......... 57
致谢 ......... 58