随着改革开放，国民经济快速发展，电器工业市场规模迅速增长，电力设施和基 础建设投入加大，刺激了电控配电行业的快速发展。制造厂商急剧增加，产品品种扩 大，更新速度加快，配电产品性能参数明显提高，成套公司加工工艺及设备有了明显 改进，电器产品标准逐步向国际标准靠拢。进入 2010 年以后在国际金融危机和国内 内需乏力的经济形势下，经济环境逐渐趋于恶化，日益激烈的行业竞争催促着电控配 电行业的业务结构转型，公司的商业模式、管理手段、运营机制都将进一步加快改革 进度，以适应更加激烈的行业竞争。JD 机电公司在企业深化改革转型升级的过程中， 逐渐学习并实施了绩效考核，但企业在改革发展过程中也面临着绩效考核方法的创新 和应用的巨大挑战。如何通过采取有效措施达到完善企业的绩效考核是论文的重点。 本文主要采用文献研究法，收集详细资料，调研分析 JD 机电公司现行绩效考核 现状及存在问题，着重分析了公司绩效考核指标体系、考核方法和考核标准，通过关 键业绩指标 KPI 的管理思想构建了适合自己公司的绩效考核模式，组织了一套公正、 公平、客观、科学的绩效考核体系。 关键词：绩效考核；管理激励； KPI ABSTRACT With the reform and opening up, the rapid development of the national economy, the rapid growth of electrical industrial market, the increasing investment of power facilities and infrastructure have stimulated the electric power distribution industry's rapid development. The manufacturers and product variety increased dramatically, the new products fast updated, the product performance significantly improved, processing technology and equipment have been significantly improved, electrical product standards gradually closer to international standards. However, from 2010, in the international financial crisis and weak domestic demand in the economic situation, the gradual worsening economic environment, the increasingly fierce competition in the industry urged electric power distribution industry to improve in business restructuring, the company's business model, management tools, operating mechanisms to push the progress of reforms in order to adapt to the competition. JD Electrical Company gradually learn and implement a performance appraisal in the enterprise reform process of transformation and upgrading, but the company is also facing the great challenges of the performance appraisal's innovation and application methods in the process of reform and development. How to take effective measures to achieve the perfect corporate performance appraisal is what thisJD 机电公司绩效考核方案研究 II paper focuses on. This paper mainly uses literature study, collecting detailed information, research and analysis JD Electrical current status and problems of performance appraisal, focusing on analysis of the company's performance appraisal index system, assessment methods and assessment standards. According to KPI management to build a suitable company's performance appraisal model, setup a fair, equitable, objective and scientific performance evaluation system. KEYWORDS: performance assessment; management motivation; KPI河北工业大学硕士学位论文 III 目 录 第一章 引言..........................................................................................................................1 1.1 研究的背景及意义..........................................................................................................1 1.1.1 研究背景...............................................................................................................1 1.2 研究内容和研究方法......................................................................................................3 1.2.1 研究内容...............................................................................................................3 1.2.2 研究方法...............................................................................................................3 第二章 JD 机电公司绩效考核现状......................................................................................4 2.1 JD 机电公司基本现状......................................................................................................4 2.1.1 JD 机电公司概况...................................................................................................4 2.1.2 JD 机电公司组织架构图.......................................................................................5 2.1.3 JD 机电公司人力资源现状...................................................................................5 2.2 JD 机电公司绩效考核的现状..........................................................................................9 2.2.1 JD 机电公司绩效考核的方法.............................................................................10 2.2.2 JD 机电公司基于绩效考核的员工薪酬管理现状.............................................12 2.2.3 JD 机电公司基于绩效考核的管理干部任免考核现状.....................................12 2.3 JD 机电公司绩效考核存在的问题................................................................................13 2.3.1 绩效考核指标设计不科学.................................................................................13 2.3.2 重考评轻管理.....................................................................................................14 2.3.3 绩效考核的激励性差.........................................................................................14 2.3.4 考核结果运用不合理，执行力不强..................................................................15 2.4 成功企业绩效考核经验的借鉴....................................................................................15 2.4.1 沃尔玛供应商绩效考核.....................................................................................15 第三章 以 KPI 为核心的绩效考核体系构建.....................................................................17 3.1 制定绩效考核工作计划................................................................................................17 3.2 KPI 关键业绩指标的选择..............................................................................................17 3.2.1 JD 机电公司发展战略的阶段性目标.................................................................17 3.2.2 业务价值树及关键驱动因素分析.....................................................................18 3.2.3 确定一级、二级 、三级 KPI............................................................................18 3.3 公司 KPI 指标分解与培训............................................................................................20 3.3.1 部门关键业绩指标 KPI 确定、岗位关键业绩指标确定..................................20 3.3.2 绩效指标体系培训..............................................................................................29JD 机电公司绩效考核方案研究 IV 3.3.3 指标权重的设置原则..........................................................................................29 3.4 考核办法的选择............................................................................................................30 3.5 绩效考核实施................................................................................................................31 3.5.1 绩效辅导..............................................................................................................31 3.5.2 半年度绩效情况分析会......................................................................................31 3.6 基于绩效对标的目标调整及指标纠偏........................................................................31 3.7 绩效反馈与申诉............................................................................................................31 3.7.1 绩效面谈..............................................................................................................31 3.7.2 绩效申诉..............................................................................................................32 3.8 绩效考核结果的应用....................................................................................................34 3.8.1 绩效考核结果的计算..........................................................................................34 3.8.2 绩效工资的计算................................