摘要
XB公司作为宁波保税区管委会所属的国有综合性投资公司，主要承担宁波
象保合作区基础设施类以及公共建筑类项目的投资与建设。作为一家政府直属
的国有企业，其管理过程中不可避免地涉及到绩效管理，对于企业来讲，建立
一套完整的绩效管理制度是至关重要的。对于全新设立的XB公司来说，建立科
学的绩效管理制度并真正有效实行，在吸引人才、留住人才、用好人才，提高
核心竞争力等方面，具有重要的战略意义
本文的研究对象落在XB公司的绩效管理制度上，在研究的方法以及研究的
内容上，本文首先对目标管理、绩效管理的相关理论基础、研究现状进行梳
理，然后根据近三年内，XB公司原有的绩效管理制度应用情况，结合调查问卷
及论文作者本人在企业管理运营过程中的理解与认识，总结出公司存在绩效考
评方式过于简单、目标的制订没有员工参与、管理与公司战略脱节、指标主要
以定性为主、忽视反馈面谈以及结果应用不足等问题，通过深入分析问题根
源，找出相应的优化策略
论文的重点落在XB公司绩效管理制度优化这一章节，首先从公司年度建设
开发任务剖析入手，对公司内部部门以及岗位进行目标分解，制订出相应的绩
效考评目标，并作出相应的量化指标考评依据，进一步完善考评机制，同时，
通过建立绩效沟通机制、加大绩效考评结果应用以及建立绩效考评申诉机制等
措施，优化完善了XB公司绩效管理全过程
根据优化后绩效管理制度的试运行情况，XB公司员工工作主动性和积极性
极大提高，各项工作上传下达，目标明确，绩效管理更加透明公开，员工绩效
与公司绩效均较往年有明显提升，证明了该绩效管理制度有助于解决XB公司原有
绩效管理制度运行时存在的困难与问题，有助于实现员工的绩效改进以及公司的战略
达成
关键词：绩效考评；目标管理；绩效管理
II
Research on the optimization of the performance
management system of XB company
Abstract
As a state-owned comprehensive investment company affiliated with the Ningbo Bonded
Area Administrative Committee, XB Corporation mainly undertakes the investment and
construction of infrastructure projects and public building projects in the Ningbo Xiangbao
Cooperation Zone. As a government-owned state-owned enterprise, its management process
inevitably involves performance management. For enterprises, it is crucial to establish a complete
performance management system. For a newly established XB company, establishing a scientific
performance management system and implementing it in a truly effective manner has important
strategic significance in attracting talents, retaining talents, using talents, and improving core
competitiveness.
The research object of this paper falls on the performance management system of XB
Company. Based on the research methods and the content of the research, this paper first sorts out
the relevant theoretical basis and research status of target management and performance
management, and then according to the last three years, XB Company The application of the
original performance management system, combined with the survey questionnaire and the
author's own understanding and understanding in the process of enterprise management and
operation, concluded that the company’s existing performance appraisal method is too simple, the
goal is formulated without employee participation, and the management is out of touch with the
company’s strategy. The indicators are mainly based on qualitative analysis, ignoring feedback
interviews, and insufficient application of results. Through in-depth analysis of the root causes of
the problems, relevant optimization strategies are identified.
The focus of the paper falls on the chapter of optimizing the performance management system
of XB Company. Firstly, it begins with the analysis and analysis of the company's annual
construction and development tasks, decomposes the target of the company's internal departments
and positions, formulates the corresponding performance evaluation goals, and makes
corresponding quantitative indicators. Based on the evaluation criteria, the evaluation mechanism
was further improved. At the same time, through the establishment of a performance
communication mechanism, increased application of performance evaluation results, and the。