绩效考核是现代企业人力资源管理的重要组成部分之一，对人力资源管理制 度、企业的持续发展和竞争力的提升都有着重要的影响。正是因为如此，绩效考 核越来越受到学术界和实业界的重视，成为理论界和企业界所关注的焦点之一。 目前我国在绩效考核方面使用的方法理论，大多是借鉴国外的先进思想理论，针 对我国企业，尤其是大庆油田这样的国有企业，还存在许多不足。自 2010 年以来， 大庆油田有限责任公司（以下简称油田公司）多次明确要求所属各单位结合自身 实际情况，逐级制定适应自身发展需求的考核办法，严考核硬兑现，突出业绩贡 献。为此，分析研究 X 分公司员工绩效考核具有重要的现实意义。 本文以大庆油田化工集团 X 分公司为研究对象，首先简明扼要的论述和分析 了选题背景和意义，综述了国内外相关的研究情况，介绍了与绩效考核相关的基 础理论以及以关键绩效指标、目标管理、平衡计分卡为工具的考核方法；然后从 大庆油田化工集团 X 分公司员工绩效考核现状入手，通过进行问卷调查，发现并 指出 X 分公司员工绩效考核实施过程中存在的问题和不足，具体包括，奖金系数 设置不合理，考核指标设置不合理，考核结果运用不合理，考核方式单一，考核 目标认识不清和考核内容认知不足六个方面，深入剖析了问题产生的原因，高层 管理人员的重视程度不够，考核指标缺乏动态调整，考核制度缺乏监督反馈，理 论培训工作不到位；针对上述问题及原因，结合 X 分公司实际情况，提出了 X 分 公司员工绩效考核改进优化的对策，即，设置合理的奖金系数，确定公平合理的 考核指标，建立健全的沟通反馈机制，优化绩效考核管理制度，制定具有可操作 的考核目标，加强对考核知识的学习与培训；最后，得出本文的结论，导致 X 分 公司员工绩效考核问题的原因是多方面的，既有管理观念上的主观原因，也有考 核定位模糊、考核体系不完整、考核标准不合理等客观原因，解决问题需要集团 公司的支持和分公司全体人员的积极努力配合。 关键词，绩效管理；绩效考核；关键绩效指标；监督反馈东北石油大学 MBA 学位论文 III Research on performance Evaluation of employees in X Branch of Daqing Oilfield Chemical Group ABSTRACT Performance Appraisal is one of the important components of Human Resource Management in Modern Enterprises,human resources management system、sustainable development of employees and the promotion of enterprise competitiveness has an important impact.That's why,academic and business circles pay more and more attention to performance appraisal,and it has become one of the focuses of theoretical and business circles.The Evaluation Theory used in performance Management in China at present,most of them draw lessons from foreign advanced ideological theories,aimed at Chinese enterprises,in particular, state-owned enterprises such as Daqing Oilfield,there are still many shortcomings.Since 2010,Daqing Oilfield Co., Ltd. (hereinafter referred to as the oil field company) has repeatedly explicitly required the units to which it belongs to be combined with its own actual situation,work out the assessment methods to meet the needs of their own development step by step,strict assessment of hard cash, highlight performance contributions.So, it is of great practical significance to analyze and study the performance appraisal of X Branch employees. In this paper, Daqing Oilfield Chemical Group X Branch as the object of study,first of all, the background and significance of the topic is briefly discussed and analyzed,the related research situation at home and abroad is summarized,introduces the basic theory related to performance appraisal and the evaluation method based on key performance indicators, objective management and balanced scorecard,then we start with the present situation of performance appraisal in X Branch of Daqing Oilfield Chemical Group,through a questionnaire survey, we find and point out the problems and shortcomings in the implementation of X branch's performance appraisal,it includes the following six aspects: unreasonable setting of bonus coefficient, unreasonable setting of assessment index, unreasonable application of examination results, single assessment mode, unclear understanding of assessment objectives and insufficient cognition of assessment contents,the causes of the problems are analyzed in depth: insufficient attention from senior managers, lack of dynamic adjustment of assessment indicators, lack of supervision and feedback of assessment system, and lack of theoretical training;In view of the above problems and reasons, combined with the actual situation东北石油大学 MBA 学位论文 IV of X branch, this paper puts forward the countermeasures for the improvement and optimization of X branch's performance appraisal,that is to say, setting up reasonable bonus coefficient, determining fair and reasonable assessment index, establishing perfect communication and feedback mechanism, optimizing performance appraisal management system, setting up operational assessment objectives, strengthening the study and training of assessment knowledge;Finally, the conclusion of this paper is:there are many reasons for the performance appraisal of X Branch. There are not only subjective reasons in management concept, but also some objective reasons, such as fuzzy assessment orientation, incomplete assessment system, unreasonable assessment criteria, and so on. To solve the problem requires the support of the group and the active efforts of the branch staff. Key Words: performance management；performance appraisal；Key Performance Indicators；supervisory feedback目 录 V 目 录 摘要...............................................................................................................................II ABSTRACT................................................................................................................... III 第 1 章 绪 论.................................................................................................................1 1.1 研究背景与意义................................................................................................1 1.1.1 研究背景.................................................................................................1 1.1.2 研究意义.................................................................................................1 1.2 国内外研究现状................................................................................................2 1.2.1 国外研究现状.........................................................................................2 1.2.2 国内研究现状.........................................................................................4 1.2.3 国内外研究评述.....................................................................................5 1.3 研究内容和方法................................................................................................5 1.3.1 研究的主要内容.....................................................................................5 1.3.2 研究的方法.............................................................................................6 1.3.3 研究的技术路线.....................................................................................7 第 2 章 相关理论基础.....................................................................................................8 2.1 绩效考核的概念................................................................................................8 2.1.1 绩效..........................................................................................................8 2.1.2 绩效管理..................................................................................................8 2.1.3 绩效考核..................................................................................................9 2.2 绩效考核方法..................................................................................................10 2.2.1 关键绩效指标法...................................................................................10 2.2.2 目标管理法........................................................................................... 11 2.2.3 平衡记分卡法.......................................................................................12 第 3 章 大庆油田化工集团 X 分公司员工绩效考核现状分析.................................. 14 3.1 化工集团 X 分公司简介.................