绩效管理是人力资源管理体系的重要组成部分，对保障企业实现经营目标有着至关 重要的作用。企业的经营与发展是动态的，但很多企业的绩效考核体系并未跟随企业的 发展所处阶段的不同及时做出调整，以至于很多公司的绩效考核体系与企业发展脱节， 最终导致绩效考核流于形式，甚至起到了相反的作用。 本文针对 S 公司战略转型时绩效考核体系的诊断研究，通过文献研究和员工访谈及 问卷调查的方法分析其现行绩效考核体系中存在的问题并提出相应的解决对策。从绩效 体系中绩效考核内容、绩效考核流程、绩效考核制度和绩效考核结果应用四个方面分析 了 S 公司存在的不足，并从中确认了最需要调整的四个方面，一是根据部门属性和业务 工作的不同调整 KPI 考核指标，二是制定部门年度绩效目标管理承诺书使公司战略与部 门经营计划和员工个人发展有效连接，三是优化对绩效考核结果的应用，真正与员工所 期望的调薪和晋升挂钩，从而最大程度地激励员工的工作积极性，以保障公司实现年度 经营目标，四是针对物业线员工率先引入积分制绩效考核方式替代 KPI 考核方式以期望 能更好的激发体力劳动者的工作积极性。 本文为企业如何将公司经营目标通过绩效体系层层落实到员工身上提供了一种框 架思路，即从公司战略目标分解到部门负责人年度目标，再分解到各岗位员工月度绩效 考核；并在绩效考核方法上做了新的尝试，在企业经营中具有一定实际借鉴意义。 关键词，绩效考核体系；绩效管理；积分制II ABSTRACT Performance management is an important part of human resources management system, which plays a vital role in ensuring the realization of business objectives. The operation and development of enterprises are dynamic, but the performance appraisal system of many enterprises has not been adjusted in time with the development of enterprises. The performance appraisal system of many companies is out of line with the development of enterprises, which eventually leads to the performance appraisal becoming a formality or even playing the opposite role. Aiming at the diagnostic research of performance appraisal system in S company's strategic transformation, This article analyses the problems existing in its current performance appraisal system through literature research, employee interviews and questionnaire survey, and puts forward corresponding countermeasures. This article analyses the shortcomings of S company from four aspects of performance appraisal content, process, system and application of performance appraisal results in the performance system, and confirms four aspects that need to be adjusted most. One is to adjust KPI appraisal indicators according to department attributes and business work, the other is to formulate department annual performance target management commitment to make company strategy and department. The third is to optimize the application of performance appraisal results, which is really linked to the salary adjustment and promotion expected by employees, so as to maximize the motivation of employees to ensure that the company achieves its annual business objectives. The fourth is to introduce the points system performance appraisal method to replace KPI appraisal method for property line employees in order to achieve better results. Stimulate the enthusiasm of physical activists.III This article provides a framework for how to implement the company's business objectives to employees through the performance system, and makes a new attempt on the performance appraisal method, which has a certain practical reference significance in the enterprise operation. Key words， performance evaluation system;performance management;integral systemIV 目 录 摘要.........................................................................................................................................I ABSTRACT .............................................................................................................................. II 图表清单.................................................................................................................................VII 第一章 绪论..............................................................................................................................1 1.1 研究背景与意义................................................................................................................. 1 1.2 文献综述............................................................................................................................. 2 1.3 研究的内容和方法............................................................................................................. 8 1.4 研究的思路......................................................................................................................... 9 1.5 可能的创新之处............................................................................................................... 10 第二章 S 公司绩效考核体系现状......................................................................................... 11 2.1 S 公司简介...................................................................................................................... 11 2.2 S 公司人力资源概况...................................................................................................... 11 2.2.1 S 公司组织结构...................................................................................................... 11 2.2.2 人力资源结构分析................................................................................................. 12 2.3 S 公司战略转型对绩效考核体系方面的需求分析...................................................... 14 2.3.1 绩效考核重点将由日常维护方面向创新改革方面转变.................................... 14 2.3.2 绩效考核更加明确依据可量化的业绩和数据.................................................... 15 2.3.3 转型期间部门工作将会倾向考核重点突破事项................................................ 15 2.4 S 公司现行绩效考核体系介绍......................................................................................... 16 2.4.1 绩效考核模式........................................................................................................ 16 2.4.2 评定方法及考核周期............................................................................................ 16 2.4.3 月度绩效评级标准................................................................................................ 16 2.4.4 绩效考核实施........................................................................................................ 17 2.4.5 绩效考核结果应用................................................................................................ 19 2.5 本章小结......................................................................................................................... 19 第三章 S 公司绩效考核体系诊断过程以及问题分析.........................................................20 3.1 访谈分析........................................................................................................................... 20 3.1.1 访谈提纲设计思路................................................................................................ 20V 3.1.2 访谈对象................................................................................................................ 21 3.1.3 访谈数据整理分析................................................................................................ 21 3.1.2 S 公司中层管理者访谈分析.................................................................................. 24 3.1.3 S 公司基层员工访谈分析...................................................................................... 25 3.2 问卷调查............................................................................................................................ 26 3.2.1 问卷设计思路......................................................................................................... 26 3.2.2 调查步骤与程序.................................................................................................... 29 3.2.3 信度与效度分析.................................................................................................... 29 3.2.4 问卷调查数据的统计与分析...........................................