摘要
在我国经济新常态下，各种新情况层出不穷：资本、土地与自然资源稀缺程
度加重，各市场的产品需求更加多样化，人力资源的价值化、资本化具有明显趋
势，人力资源的素质普遍提升，人才流动性加大等。企业想要突破人力资源与环
境约束的限制，就必须依靠技术和管理创新，而人力资源作为技术与管理创新的
主要载体，其重要性不言而喻
[1]
。因而，在人力资源管理方面，企业也应该与时
俱进，积极迎接新常态带来的机遇和挑战

随着我国居民消费水平的提高，零售行业也日渐壮大和成熟，大批竞争者不
断涌入，近年来电商模式的发展又给百货业带来了“大震荡”，以百货业为代表
的传统零售业压力不断增大，整个行业迎来了转型期，百货公司要想在这场优胜
劣汰的战役中生存，必须加快改革速度，调整发展策略。其中，最重要的一环就
是“人才的管理”，人才管理的最关键部分就是绩效管理，管理实践证明，有效
的绩效管理对构建企业的核心竞争力起着关键的作用，也是执行战略目标与人才
管理的重要工具

本文以一个正处于成长期的民企——HKX 公司为具体研究对象，首先以绩
效管理理论为基础，通过访谈、问卷调查等方法对该公司的人力资源管理基本情
况以及绩效管理现状进行了深入的实地调查。然后，结合 HKX 公司的发展战略
规划目标与HKX公司绩效管理现状，对HKX公司的现状进行全面深入地分析，
找出 HKX 公司绩效管理方面存在的主要问题，接着运用 AVB 调查问卷对绩效
管理问题背后的员工胜任力进行分析，并通过原因分析深层次的挖掘出制约公司
实现战略发展目标的关键因素，主要是绩效管理体系和员工心理资本的问题。最
后，针对 HKX 在绩效管理上存在的制约公司发展的因素，结合公司所处的新常
态环境以及民营企业的特点，提出合理的改进建议以供参考，为提升 HKX 公司
的人力资源竞争优势提供发展方向，帮助公司打造高效率的员工团队，突破现有
的发展难关，并获得人才竞争优势支撑企业战略目标的实现。这些建议也为同行
业中的民营企业面对新环境，进行绩效管理改进提供借鉴

关键词：新常态；零售企业；员工胜任力；绩效管理；改进IV
Abstract
In the new normal economy of our country, various new situations emerge in an
endless stream: capital, land and natural resources&39; scarcity degree is increasing, and
the market demand for products is more diversified. The trend of capitalization and
valuation of human resources is significant, and enterprise talent mobility is
increasing. If the enterprises want to break the resource and environmental constraints
in the New Normal, they must rely on science and technology and management
innovation. As the main carrier of technology and management innovation, human
resources&39; importance is self-evident
[1]
. Thus, in terms of human resource
management, enterprises should keep the pace with the times, and actively meet
opportunities and challenges brought by the New Normal.
As China&39;s consumption level rise, the retail industry is also gradually growing
stronger and stronger, and the large number of competitors swarm into the industry
unceasingly. In recent years, the development of the online retailers model has
brought great “shock” to the department store industry. As representative of the
traditional retail industry, the department store is faced with the tremendous pressure.
To survive in the field of survival of the fittest in the battle, the department store must
accelerate the pace of reform, and adjust the development strategy. Among them, the
most important part is the talent management. The key part of talent management is
performance management. Management practice shows that effective performance
management plays a key role in constructing the core competitiveness of enterprises,
as well as is an important tool for implementation of strategic objectives and talent
management.
This paper takes a private enterprise in positive growth——HKX company as
the research object. First of all, based on the performance management theory,
through interviews, questionnaires and other methods, the paper conducts in-depth
field investigation in performance management of the company. Then, combining the
current situation of performance management with strategic planning goals of HKX
company, the paper does in-depth analysis to find out the main problem in
performance management of HKX company. What is more, the paper analyzes the
employee competence status by using the AVB questionnaire to find out that the key
factors that restrict the company to achieve its strategic development goals are mainlyV
referring to performance management system’s disadvantages and mental capitals.
Finally, facing with the restricting factors existing in the performance management of
HKX company, combined with the company&39;s new normal environment and the
characteristics of private enterprises, this paper offers the reasonable proposals for
reference which are in order to improve the HKX company&39;s human resources
development to provide a competitive advantage, and help companies build efficient
team of employees. These proposals are conducive to break through the existing
difficulties of the development and obtain the competitive advantage to achieve their
strategic goals. These proposals also provide reference for performance management
improvement for private enterprises in the same industry.
Key words: New Normal；retail enterprises；employee competency; performance
management；improvementVI
目 录
第一章 绪论.........1
1.1 研究背景和意义 ..........1
1.1.1 研究背景 ..........1
1.1.2 研究目的和意义 ....2
1.2 国内外文献综述 ..........2
1.2.1 国外文献综述 ......3
1.2.2 国内文献综述 ......3
1.3 研究思路及方法 ..........4
1.3.1 研究思路 ..........4
1.3.2 研究方法 ..........6
第二章 相关理论基础.7
2.1 绩效管理的相关理论 ......7
2.1.1 绩效管理的含义 ....7
2.1.2 绩效管理体系的构成 7
2.2 绩效改进的相关理论 ......8
2.2.1 组织开发 ..........8
2.2.2 心理资本 ..........9
2.2.3 胜任力冰山模型 ...10
2.3 本章小结 ...11
第三章 HKX 公司绩效管理的问题和成因分析.....12
3.1HKX 公司人力资源管理现状 12
3.1.1 公司概况 .........12
3.1.2 公司人力资源概况 .12
3.1.3 公司人力资源管理现状分析 .....13
3.2HKX 公司绩效管理的现状与问题 ........14
3.2.1 绩效管理体系概况 .14
3.2.2 员工心理资本调查 .14
3.2.3 绩效管理的问题调查 ...........18
3.3HKX 公司绩效管理问题的原因分析 ......22
3.3.1 绩效计划的制定缺乏沟通 .......22
3.3.2 绩效考核制度不完善...........23VII
3.3.3 对员工参与的激励不足 .........23
3.3.4 考核系统的信息化应用效果差 ...24
3.3.5 员工与管理者的绩效沟通不足...24
3.4 本章小结 ...25
第四章 HKX 公司绩效管理改进策略的具体方案...26
4.1HKX 公司绩效管理改进的原则与目标 ....26
4.1.1 绩效管理改进的实施原则 .......26
4.1.2 绩效管理改进的目标...........27
4.2 绩效管理改进策略的具体方案 .........27
4.2.1 转变观念，提升理念...........27
4.2.2 合理选择绩效考核方法.........28
4.2.3 完善 KPI 指标体系.28
4.2.4 规范考核流程和考核标准 .......29
4.2.5 综合运用多种绩效激励办法.....29
4.2.6 重视绩效结果的反馈与运用.....30
4.3 本章小结 ...31
第五章 HKX 公司绩效管
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