企业发展过程中，绩效管理体系作为人力资源管理的一个重要环节，对企业发展 具有导向型的作用，是企业管理战略的基石。实施科学的绩效管理体系，一方面有利 于企业经营的客观正确评价，另一方面也有益于企业可持续性发展。 本文针对 ZL 机电工程的企业特征，以提升 ZL 机电工程公司人力资源管理能力 为出发点，从科学性、战略性、可操作性的角度，对 ZL 机电工程公司绩效管理现状 进行了问卷调查，获取了相关数据资料，并系统分析了绩效管理执行的现状，对现存 的问题进行总结，找出其问题存在的原因，进而提出解决方案。通过改进公司的绩效 管理计划，来提高员工的职能水平和公司运营能力，帮助公司积极开拓市场，树立品 牌，多创优质工程，保持在行业内的竞争优势。 本文主要通过运用关键绩效指标的考核理论方法，绘制战略地图，找出公司关键 绩效要素。同时，将企业的战略目标与考核指标相关联，并按层级逐层分解，制定出 公司级、部门级和员工级的关键绩效指标，确定了权重和考核评价标准，优化了公司 的绩效管理流程体系，最终设计出能在 ZL 机电工程公司内部实施的绩效管理方案。 最后，也提出有效实施本绩效管理方案的计划和保障措施，为最终绩效管理方案能够 有效运用提供保障。 关键词，公司战略目标；绩效管理体系；关键绩效考核指标；人力资源管理III Abstract In the process of enterprise development, performance management system, as an important link of human resource management, has a guiding role for the enterprise long-term development, it also is the cornerstone of enterprise management strategy management. Implementing a scientific performance management system is not only conducive to the objective and correct evaluation of business operations, but also beneficial to the long-term development of the enterprises. Based on the characteristics of ZL Mechanical and Electrical Engineering Company, this thesis takes the human resource management capability of ZL Company as the research starting point, and conducts a questionnaire survey on the performance appraisal status of ZL Company from a scientific, strategic and operational perspective, and collects the relevant data and systematically analyzes the execution status of performance appraisal . To summarize the existing problems and find out the reasons for those problems, we find out a performance management solution that can be implemented within ZL Company. We hope this system can improve the staff's functional level and the business ability of the enterprise, and help the company actively develop the market, establish the brand, create more high-quality projects, and ultimately keep the competitive advantage in the industry. This paper mainly uses the KPI assessment theory to draw the company strategic map, and to find out the KPI of the company. It correlates the strategic goals of the enterprise with the assessment indicators, and designs the KPI of the company, department and staff hierarchically. Then, it also ascertains method of weights and assessment criteria, and optimize the company's performance management process. To design a performance management system that could be implemented within ZL Company. Finally, it also provide plans and safeguards solution for the effective implementation of this KPI system. Keywords: Company Strategic Objectives; Performance Management System; Key Performance Indicators; Human Resource Management目录 致谢.........................................................................................................................................I 摘要.......................................................................................................................................II Abstract................................................................................................................................ III 第 1 章 绪论........................................................................................................................1 1.1 研究背景...................................................................................................................1 1.2 研究目的...................................................................................................................2 1.3 研究意义...................................................................................................................3 1.4 国内外研究现状.......................................................................................................4 1.3.1 国外研究现状....................................................................................................4 1.3.2 国内研究现状....................................................................................................5 1.5 研究方法...................................................................................................................7 1.4.1 案例研究法........................................................................................................7 1.4.2 研究整合法........................................................................................................7 1.4.3 问卷调查法........................................................................................................8 1.6 研究内容及基本框架...............................................................................................8 1.7 创新点.......................................................................................................................9 第 2 章 理论基础..............................................................................................................10 2.1 绩效管理理论基础.................................................................................................10 2.1.1 绩效管理的三种代表性观点..........................................................................10 2.1.2 企业战略性绩效管理思想的理论基础.......................................................... 11 2.1.3 绩效管理体系流程建设.................................................................................. 11 2.1.4 绩效考核结果反馈与面谈...............................................................................13 2.2 KPI 的基本理论概述...............................................................................................14 2.2.1KPI的概念..........................................................................................................15 2.2.2 KPI 的特点........................................................................................................15 2.2.3 KPI 指标设置的原则与程序............................................................................16 第 3 章 ZL 机电工程公司绩效管理现状与问题............................................................203.1 ZL 公司简介及公司管理特点................................................................................20 3.1.1 基本情况..........................................................................................................20 3.1.2 组织结构..........................................................................................................20 3.1.3 人力资源现况..................................................................................................21 3.2 ZL 机电工程公司绩效管理现状分析....................................................................23 3.2.1 ZL 机电工程公司绩效管理现状..................................................................... 23 3.2.2 考核现状调查对象选择..................................................................................24 3.2.3 考核现状调查问卷设计..................................................................................24 3.2.4 考核现状调查问卷结果分析..........................................................................25 3.3 ZL 机电工程公司绩效管理存在的问题分析........................................................26 3.3.1 绩效管理与公司战略匹配度不高..................................................................26 3.3.2 关键绩效考核指标不合理..............................................................................27 3.3.3 绩效管理流程不完整......................................................................................28 3.3.4 绩效考核缺乏反馈与面谈机制..................................