薪酬制度、绩效管理、企业文化情况，对员工积极性起到直接的作用。人力 资源管理部门作为公司协调运转部门，以制度为支撑，以科学理念为主线，通过 企业文化平台搭建、薪酬设计、绩效管理充分调动员工的工作积极性，增强公司 员工的凝聚力，谋得公司利益最大化。铁运工程有限公司作为大型国有集团企业 的下属的分公司，其绩效考核工作在继承集团考核方式与方法的优势的同时，也 不可避免的带有考核方案过于老化、激励不到位、指标设置不合理等诸多的不足 之处。 本文在对绩效考核管理的理论与方法梳理的基础上对绩效考核的概念、管理 理论框架、激励理论以及国外的研究动态进行了综述；从铁运公司的基本情况、 目前绩效考核的现状以及具体实施考核办法对铁运建筑工程公司的员工绩效管 理现状进行详细分析；发现铁运工程有限公司的绩效管理在考核的职责分配、内 容及权重设置、考核时点、结果应用以及与整体目标的一致性等方面存在的问题、 原因和不足，结合企业发现现状以及绩效管理的相关理论，论文深入分析了公司 绩效管理产生的问题；并在此基础上针对问题提出铁运公司绩效管理体系的优化 方案，重新设置对各个职能部门考核的指标及权重，然后从过程绩效考核角度出 发，提出了从经济效益指标、施工产值指标、市场信誉指标和基础管理指标等进 行分类过程绩效管理的具体改进方案与建议，且从提高认识，结合实际制定制度， 抓好实施，不断总结与定期检查等几个方面给出绩效考核方案实施的具体制度， 最后从执行新工资方案增资部分自行创收解决与调整、月绩效工资考核比例调整 以及强化绩效考核结果的运用等几个方面对铁运建筑工程公司绩效考核效果进 行评价与持续改进。 本文的研究能为铁运建筑工程公司的绩效管理的进一步优化提供切实有效 的对策与解决方案；同时，也能够为其它类似的公司的绩效管理优化提供参考与 借鉴。 关键词：绩效考核，铁运建筑工程公司，方案优化Abstract Compensation system, performance management, corporate culture play a direct role in the enthusiasm of the staff. Human resources management sector as the coordination department, through the enterprise culture platform to build, compensation design, performance management and a series of factors, and fully mobilize the enthusiasm of the staff, enhance the company's cohesion of staff, seeking the maximum profit for the company. Human resource management in system as the support, by using scientific concept as the main line, give employees a sense of belonging. Human resource management is a comprehensive discipline integration management skills. The human resource department of the company by inspiring the enthusiasm of the staff, to its own staff development, realize the company to maximize their own interests. Employee emotion directly determines the efficiency of staff, training staff to positive mood is the core of human resources management link. Railway Construction Engineering Company as a subsidiary of the large state-owned enterprise group, its advantages and methods of performance appraisal work in succession assessment of group at the same time, also with the evaluation scheme inevitably too aging, incentives are not in place, lack of cultural construction and many other shortcomings. In this paper, Based on the theory and method of performance appraisal management on carding the concept of performance appraisal management theory, incentive theory, performance evaluation theory and foreign research dynamic review; and then through the method of performance evaluation of process management, from the basic situation, the present situation of railway transportation company performance appraisal and implementation evaluation methods of Railway construction engineering company employee performance management status is analyzed in detail; found the existing problems of performance management in railway construction engineering company, the assignment of responsibilities, assessment content and weight setting, assessment, and application results and objectives consistent with the overall aspects and shortcomings, find the current situation and related theories of performance management combined with the enterprise, this paper analyzed the causes of these problems, and on the basis of performance management; On the issue of optimization of performance managementsystem in railway transportation company, put forward to the inspection department and responsibilities are clearly defined, to set up appraisal index and weight, and then starting from the perspective of performance evaluation, puts forward specific improvement scheme and the proposed classification process of performance management from the economic benefit index, construction output value index and the market credit index and basic management indicators, and from raising awareness, combined with the actual development of the system, grasp the implementation, constantly sum up the specific system and several aspects of performance appraisal regularly check the implementation of the scheme are given, finally from the implementation of the new wage plan to increase revenue by part of the solution than a few months, the adjustment of pay for performance appraisal and reinforcement ratio adjustment results performance evaluation and other aspects of the use of performance evaluation results of railway construction engineering company and to evaluate Continuous improvement. I hope this study can provide practical and effective measures to further optimize the performance management of railway construction engineering company and solutions; at the same time, can also provide reference for the optimization of the performance management of other similar companies. Keywords: performance evaluation; Railway Construction Corporation; optimization7 目 录 第 1 章 绪论.....................................................................................................................................1 1.1 选题背景 ............................................................................................................................ 1 1.2 研究目的和意义 ................................................................................................................ 2 1.3 研究现状分析 .................................................................................................................... 4 1.3.1 绩效考核研究概况 .................................................................................................4 1.3.2 国外绩效考核研究概述 .........................................................................................4 1.3.3 国内绩效考核研究概述 .........................................................................................7 1.4 技术路线与研究方案 ........................................................................................................ 9 1.4.1 研究内容.................................................................................................................9 1.4.2 研究方法.................................................................................................................9 1.4.3 技术路线...............................................................................................................10 第 2 章 绩效考核的相关理论与方法...........................................................................................11 2.1 绩效考核的概念 .............................................................................................................. 11 2.2 绩效考核的理论 .............................................................................................................. 11 2.2.1 绩效理论...............................................................................................................11 2.2.2 激励理论...............................................................................................................12 2.3 绩效考核的方法 .............................................................................................................. 12 2.3.1 基于战略的考核（平衡计分卡法） ...................................................................12 2.3.2 关键业绩指标法（KPI）......................................................................................13 2.3.3 绩效考核的过程方法 ............................................................................................13 第 3 章 铁运公司员工绩效考核现状 及问题分析...................................................................14 3.1 铁运工程有限公司简介 .................................................................................................. 14 3.1.1 基本情况...............................................................................................................14 3.1.2 建制情况...............................................................................................................14 3.1.3 人员情况...............................................................................................................15 3.2 铁运工程有限公司员工绩效管理的现状 ....................................................................... 16 3.2.1 铁运工程有限公司绩效考核的指标体系 ...........................................................16 3.2.2 目前具体考核实施办法 .......................................................................................17 3.2.3 考核结果应用 ........................................................................................................19 3.2.4 公司绩效考核流程 ...............................................................................................19 3.2.5 现状小结...............................................................................................................19 3.3 发现问题的过程 .............................................................................................................. 208 3.3.1 绩效考核目标与公司战略目标脱节 ...................................................................21 3.3.2 绩效管理流程不完整 ...........................................................................................21 3.3.3 考核内容及权重设置存在问题 ...........................................................................22 3.3.4 考核的时点存在问题 ...........................................................................................22 3.3.5 考核主体选择单一 ...............................................................................................23 3.3.6 考核结果运用单一 ...............................................................................................23 3.3.7 绩效管理缺少沟通与反馈 ...................................................................................24 第 4 章 铁运工程有限公司绩效考核体系的优化方案...............................................................25 4.1 基本设计思路 .................................................................................................................. 25 4.2 确定考核原则 .................................................................................................................. 25 4.3 绩效考核设计的基本流程 .............................................................................................. 26 4.4 确定绩效考核的主要内容 .............................................................................................. 27 4.4.1 确定考核主体 .......................................................................................................27 4.4.2 确定考核指标 .......................................................................................................28 4.4.3 确定绩效考核部门的职责和分工 .......................................................................29 4.4.4 确定考核周期 .......................................................................................................29 4.4.5 工程项目的绩效考核 ...........................................................................................30 4.4.6 对物业公司的考核 ...............................................................................................32 4.4.7 绩效考核结果的应用 ...........................................................................................32 4.5 绩效考核体系优化前后对比 .......................................................................................... 34 4.5.1 能否表现公司战略目标 .......................................................................................34 4.5.2 考核指标不同 .......................................................................................................34 4.5.3 考核主体差异 .......................................................................................................34 4.5.4 结果运用差异 .......................................................................................................34 4.6 铁运工程有限公司绩效管理优化体系的实施............................................................... 35 4.6.1 提高认识，高度重视 ...........................................................................................35 4.6.2 结合实际，制定制度 ...........................................................................................35 4.6.3 切实考核，抓好实施 ...........................................................................................36 4.6.4 不断总结、逐步完善 ...........................................................................................36 4.6.5 完善资料，定期检查 ...........................................................................................37 第 5 章 铁运公司绩效考核优化体系实施的效果评价...............................................................38 5.1 执行新工资方案增资部分自行创收解决比例作如下调整........................................... 38 5.2 月绩效工资考核比例作如下调整 .................................................................................. 38 5.3 强化绩效考核结果的运用 .............................................................................................. 399 第 6 章 结论与建议.......................................................................................................................40 6.1 结论 .................................................................................................................................. 40 6.2 建议 .................................................................................................................................. 40 致谢.................................................................................................................................................41