论文分为六章。第一章为绪论，主要介绍选题背景、意义以及研究的内容与
研究主法。第二章分析了绩效考核的内涵和过程，介绍了绩效考评目标设定方法
第三章介绍了 S 研究所人力资源管理的基本情况，包括 S 研究所的基本情况，S
研究所的薪酬、绩效考核情况，以及研发部门的绩效考核现状，详细剖析了研发
部门绩效考核存在的问题，并对问题的成因进行了深入分析。第四章依据研发部
门战略目标和研究所的绩效考核目标，制定了研发部门内控的绩效目标，并且从
绩效考核对象、主体、指标、方法及流程、反馈及应用等方面进行了改进。论文
重点运用了平衡计分卡、组织绩效和个人绩效承诺结合的思路对研究所各部门及
各岗位建立了具有可操作性的绩效考核体系。第五章从人力资源管理、组织文化、
绩效考核系统建设、员工绩效的辅导和跟踪引导等方面阐述了如何对新的绩效考
核体系进行保障。第六章概括了本文研究的结论
论文将绩效考核体系理论运用于具体的组织实践中，对 S 研究所研发部门绩
效考核体系进行了设计，操作性强，将对 S 研究所研发部门的绩效考核起到积极
的推动作用。论文研究结果对同类组织也有一定的参考价值
关键词：研究所、研发部门、绩效考核体系、平衡计分卡、个人绩效承诺ABSTRACT
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ABSTRACT
Due to the rapid development of the global economy and progress, gradually
improve the knowledge economy came into being, the so-called knowledge economy,
not only by the knowledge, science and technology as the foundation, but also involves
the creation and transfer of information, innovation, sharing and practice fields, at the
same time as the competition accelerated innovation level of diversification, the
consumer demand of science and technology promotion, product upgrading and the
same field is becoming increasingly fierce, the company management will encounter
more difficulties and challenges. As an important internal reform measure, S Institute
has a very important practical significance for improving the performance of the
Institute and promoting the development of the institute.
The thesis is divided into six chapters. The first chapter is the introduction, mainly
introduces the background, significance, research content and research method. The
second chapter analyzes the connotation and process of performance appraisal, and
introduces the method of setting the performance appraisal target. The third chapter
introduces the basic situation of the S Research Institute of human resource
management. The fourth chapter on the basis of business strategic objectives and
research performance appraisal target, formulate internal division performance
objectives, and from the performance appraisal index, subject, object, method and
procedure, feedback and other aspects of the application of optimization. This paper
focuses on the application of the Balanced Scorecard, Organization performance
appraisal and PBC to establish a workable key performance indicator system for all
departments and posts. The fifth chapter describes the human resource management,
organizational culture, performance appraisal system construction, staff performance
guidance and tracking guidance and other aspects of how to guarantee the new
performance appraisal system. The sixth chapter summarizes the conclusions of this
study.
This paper will use the theory of performance appraisal in the enterprise practice,
the design department performance appraisal system developed by the research on S,
the maneuverability is strong, and the S research on the research and development to
promote the Department&39;s performance assessment. The results of this paper have someABSTRACT
III
reference value for similar enterprises.
Keywords: research institute, R&D department, performance evaluation, balanced
scorecard，personal business commitment目 录
IV
目 录
第一章 绪论........ 1
1.1 研究背景........... 1
1.2 研究的目的和意义....... 2
1.3 研究方法........... 3
1.4 研究的基本思路和内容........... 3
1.4.1 研究的基本思路 3
1.4.2 研究的基本内容 4
第二章 绩效考核体系相关理论概述.... 5
2.1 绩效、绩效考核和绩效考核体系的内涵....... 5
2.1.1 绩效的含义........ 5
2.1.2 绩效考核的含义 5
2.1.3 绩效考核体系的含义.... 6
2.2 绩效考核体系与绩效考核的关系....... 6
2.3 绩效考核的相关方法... 7
2.3.1 目标管理法........ 7
2.3.2 关键业绩指标法 8
2.3.3 360°绩效考核法.. 8
2.3.4 平衡计分卡法.... 9
2.3.5 个人绩效承诺法（PBC）....... 10
第三章 S 研究所研发部门绩效考核体系现状与问题分析....11
3.1 S 研究所基本情况介绍11
3.1.1 S 研究所的概况.11
3.1.2 S 研究所组织结构.........11
3.1.3 S 研究所人力资源基本状况.... 12
3.2 研发部门的绩效考核体系情况......... 13
3.2.1 绩效考核的对象.......... 13
3.2.2 绩效考核的主体.......... 13
3.2.3 绩效考核的周期.......... 13
3.2.4 绩效考核的指标.......... 13
3.2.5 绩效考核的流程.......... 13目 录
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3.2.6 绩效考核结果的应用..........
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