摘要
I
摘要
现如今，市场的竞争愈加激烈，发展的压力日益增大，企业必须不断优化其内部
管理，使其运转更加高效、灵活。对于土地开发企业来说，工程项目是其直接创造效
益、获得利润的来源，然而项目管理又是一个周期长、难度大，需要大量协调，管理
内容庞杂，异常繁复的系统工程，如何提高工程项目管理水平，提高项目管理团队绩
效，就成为了企业管理者异常关切的要点

FX 集团公司是一家大型国有独资企业，目前主营业务是土地开发和整理，因其
特有的体制背景和组织架构使得集团的工程项目的管理模式也具有明显的特殊性，因
而集团的项目管理团队的绩效考核体系也难以从其他房地产开发企业照搬。本文主要
以 FX 集团项目管理部门现状为研究基础，探究集团项目管理部门正在使用的绩效考
核体系所显露的问题和弊病，结合项目管理及绩效考核相关理论原则，力求设计一套
能够促进企业成长，同时又适用、便捷、易控制的新的绩效考核体系，督促工程项目
进度、提升项目管理水平，在指导、激励员工的基础上实现员工绩效的提升，最终达
到促进企业发展的长远目标

本文通过调查问卷、访谈等多样的形式收集 FX 集团项目管理部门现有绩效考核
相关材料，充分结合理论依据并以实践为先，在对所有材料对比、汇总、分析、整理、
总结的基础上，发现存在的问题并且有针对性的提出处理思路。通过科学的整理利用
MBO、BSC、KPI、360 度反馈等方法，本文对项目管理人员的绩效考核体系做了改
进与优化，使得新的考核手法和指标更加合理，权重的分配更加科学，同时还研究了
应当如何进行绩效考核的具体实施，进一步思考和探讨了持续改进的方法。希望以建
立更加科学、更加易用的绩效考核体系，提高 FX 集团人力资源管理水平，帮助集团
适应当前的竞争性市场的需要。同时更希望本文最后形成的考核体系和实施建议能对
同行业或者类似企业的管理者有所启发，以帮助和指导他们进行自身的绩效改革

关 键 词：绩效考核， 项目管理， 优化设计ABSTRACT
III
ABSTRACT
The market competition is more intense, and the pressure of development is increasing, so
enterprises have to optimize their internal management continually in order to make it
operating more efficient and flexible. For land development enterprises, the project
construction is the direct source of benefits creation, however, as a system engineering,
project management has long cycle, more difficult, and also requires a lot of coordination.
So for a very complex works, how to improve the level of project management and team
performance is a key problem for the enterprise managers.
The FX Group is a large state-owned enterprise, the main business of which is the land
consolidation and development, so the project management has its own particularity
because of the special background and organizational structure, therefore, the performance
appraisal method of the Group’s project management team is also difficult to copy from
other real estate development enterprises. Mainly based on the current situation of project
management department of FX Group, this paper explores the problems and shortcomings
of the performance appraisal system being used by the project management department of
the group, and try to design a more simple and efficient performance appraisal methods
combined with the related theoretical knowledge, in order to promoting the development of
enterprise. Through create an objective, fair and accurate team performance appraisal
system to supervise project progress and improve project management level, this way can
also be guiding and motivating employees to promote their performance, and then making
the enterprise to achieve the long-term goals.
Base on related theory and practice, this paper try to get the existing performance appraisal
information of project management department through questionnaires, interviews and
other ways, and by collecting, comparing, analyzing and summarizing all materials, to find
out the solutions of the existing problems finally. This paper re-designed and optimized the
employee performance evaluation method and defined a set of more reasonable indexes
and weight through integrated use of a variety of methods such as MBO, BSC, KPI,
360-degree feedback, etc. And it also discussed the concrete implementation method of
performance appraisal and improved the staff appraisal system of project management西安电子科技大学硕士学位论文
IV
department. This paper aims to establish a more scientific, reasonable and effective
performance appraisal methods to improve the level of FX Group’s human resources
management, in order to make it meet the needs of the current competitive market. And all
the evaluation methods and suggestions of performance appraisal in this thesis try to give
the same industry or similar enterprises managers more positive enlightenments, and then
help and guide them to carry out their own performance reform.
Keywords: Performance appraisal, Project management, Optimum design插图索引
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插图索引
图 1.1 论文研究框架......... 8
图 2.1 绩效的概念. 9
图 2.2 绩效管理的基本流程........11
图 3.1 FX 集团组织架构图......... 20
图 3.2 项目管理部组织架构图... 21
图 3.3 房建项目部员工年龄学历分布散点图... 22
图 4.1 部门 KPI 设计路径图....... 34
图 4.2 部门 KPI 四个指标维度的权重分布图... 40
图 4.3 效考核结果分布图........... 45表格索引
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表格索引
表 3.1 项目管理部员工民主测评表......... 24
表 3.2 问卷回收数据统计表......... 25
表 4.1 部门关键成功要素. 35
表 4.2 部门关键绩效指标表......... 35
表 4.3 项目管理部员工责任矩阵. 37
表 4.4 岗位分析问题列表. 37
表 4.5 现场管理工程师岗位说明书......... 38
表 4.6 员工绩效指标表..... 39
表 4.7 现场管理工程师内部运行考核要素权重表......... 41
表 4.8 员工绩效考核指标权重表. 42
表 4.9 员工 360 度考核表. 43
表 4.10 现场管理工程师绩效考核表......... 44
表 4.11 绩效反馈面谈的问题清单 . 46
表 4.12 绩效反馈面谈表..... 46
表 5.1 新考核方法效果调查表..... 53符号对照表
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符号对照表
符号 符号名称缩略语对照表
XI
缩略语对照表
缩略语 英文全称 中文对照
MBO Manag
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