在每一个企业当中，绩效考核是人力资源管理的一项基本工作和必不可少的主要职 责，它为人员的招聘与配置、培训与开发、员工关系、薪酬福利等人力资源管理工作提 供重要的决策依据，对企业提高管理效率、提升经营效益、优化人力资源的管理水平等 方面都有重要的积极意义。 本文研究的预期成果是建立切实可行、简便高效、适合城市燃气公司特征的绩效考 核体系和执行方案，将公司战略目标逐级分解、将公司经营任务层层传递，通过对高层、 中层和基层员工进行绩效考核，有效地激励，指引各层级员工的工作行为和态度，为公 司达成战略目标提供支持，提高公司的经营利润和巩固竞争优势，强化公司的可持续经 营能力，持续为员工、股东和社会等利益相关方创造价值并得到认可。 本文首先以绩效考核基本理论作为基础，从佛山燃气的基本情况入手，对目前公司 使用的部门及员工绩效考核表进行了介绍；通过问卷调查的方法，对公司员工进行随机 抽查，查找出了公司的绩效考核现状及存在问题。其次，对佛山燃气绩效考核存在的问 题进行了原因分析，为绩效考核设计奠定基础。再次，根据绩效考核的目标和原则重点 按照工作分析、提炼评估要素、设计绩效指标、设计考核标准、测试指标的有效性和考 核指标赋值、修订完善等 7 个步骤科学地优化设置了佛山燃气的绩效考核体系，包括《普 通员工 360 度绩效考核表》、《中层管理人员 360 度绩效考核表》、《高层管理人员 360 度绩效考核表》和《部门绩效考核表》等；同时，对佛山燃气绩效考核体系实施的步骤、 反馈机制进行了介绍。最后，从步骤保障、组织保障、制度保障、技术保障等四个方面 提出了对佛山燃气的绩效考核体系的保证措施。 关键词，绩效体系 绩效管理 绩效考核II ABSTRACT In every enterprise, performance appraisal is a basic work and an indispensable main responsibility of human resources management. It provides important decision-making basis for human resources management work, such as recruitment and allocation of personnel, training and development, employee relationship, salary and welfare, etc. It can improve management efficiency, enhance operational efficiency and optimize the management level of human resources.It has important positive significance. The expected results of this study are to establish a practical, simple, efficient and suitable performance appraisal system and implementation plan for the characteristics of urban gas companies. The company's strategic objectives are decomposed step by step, and the company's business tasks are transferred layer by layer. Through performance appraisal of high-level, middle-level and grass-roots employees, effective incentives are given to guide the work behavior and attitude of employees at all levels to achieve for the company. Strategic objectives provide support to improve the company's operating profit and consolidate its competitive advantage, strengthen the company's sustainable operating ability, and continue to create value for employees, shareholders and other stakeholders of society and be recognized. Firstly, based on the basic theory of performance appraisal, starting with the basic situation of Foshan Gas Company, this paper introduces the departments and staff performance appraisal forms currently used by the company. Through the questionnaire survey method, the company employees are randomly sampled to find out the company's performance appraisal status and existing problems. Secondly, the causes of the problems in Foshan gas performance appraisal are analyzed, which lays the foundation for the performance appraisal design. Thirdly, according to the objectives and principles of performance appraisal, Foshan Gas Performance Appraisal System is scientifically optimized and set up according to seven steps: job analysis, refining evaluation elements, designing performance indicators, designing evaluation criteria, validity of test indicators and evaluation index assignment, revision and improvement, including 360-degree performance appraisal table for ordinary employees and 360-degree performance of middle-level managers. At the same time, the implementation steps and feedback mechanism of Foshan Gas Performance Appraisal System are introduced. Finally, from the four aspects of step guarantee, organization guarantee, system guarantee and technology guarantee, this paper puts forward the guarantee measures for Foshan Gas Performance Appraisal System. Keywords: Organizational performance/ performance management/ Performance assessmentIII 目 录 摘要.....................................................................................................................................I ABSTRACT.......................................................................................................................... II 第一章 绪论..........................................................................................................................1 1.1 研究背景.....................................................................................................................1 1.2 研究目的与意义 .........................................................................................................1 1.2.1 研究目的 ..............................................................................................................1 1.2.2 研究意义 ..............................................................................................................2 1.3 国内外相关研究综述..................................................................................................2 1.3.1 国外研究现状 ......................................................................................................2 1.3.2 国内研究现状 ......................................................................................................5 1.4 研究方法和内容及框架..............................................................................................6 1.4.1 研究方法 ..............................................................................................................6 1.4.2 主要内容及框架...................................................................................................7 第二章 公司绩效考核现状及存在问题 ...............................................................................9 2.1 公司简介及现状 .........................................................................................................9 2.1.1 公司概况 ..............................................................................................................9 2.1.2 主营业务情况 ......................................................................................................9 2.1.3 公司绩效考核现状.............................................................................................10 2.2 公司绩效考核存在的问题 ........................................................................................10 2.2.1 考核结果无法客观公正的反映部门工作成效和业绩 .......................................11 2.2.2 考核项目过于主观且存在不合理性..................................................................12 2.2.3 考核内容无法体现激励性 .................................................................................12 2.2.4 考核评分和标准还需要细化和量化..................................................................14 2.2.5 结果反馈或申诉渠道不畅通 .............................................................................14 2.3 分析绩效考核问题的原因 ........................................................................................15 2.3.1 考核定位不够清晰.............................................................................................15 2.3.2 考核指标不够合理.............................................................................................15 2.3.3 考核缺乏过程管理.............................................................................................16 2.4 本章小结...................................................................................................................17IV 第三章 公司绩效考核体系设计.........................................................................................18 3.1 公司绩效考核体系设计............................................................................................18 3.1.1 绩效考核目标和原则....