科研机构是事业单位的重要组成部分，它的好坏直接关系到科研成果的产出, 关系到科学技术的进步和经济社会的发展。随着社会环境日趋复杂，组织管理的 日益科学化，我国科研事业单位的绩效考核，无论从方式方法，还是内容程序上， 都己经不能完全满足现实工作的要求，并暴露了种种弊端和问题。因此，基于科 研事业单位的特殊性,在当前形势下，如何构建科研事业单位管理、专业技术和 工勤技能三类岗位的绩效考核方案，形成导向明确、标准科学、体系完善的岗位 绩效考核评价体系，是颇具挑战性的一个课题。 本文从理论阐释入手，介绍了绩效考核的相关理论和我国科研事业单位绩效 考核现状，然后利用归纳法总结出目前科研事业单位绩效考核存在的问题，并由 面及点，具体到作者工作的 857 研究所，利用实证研究法，通过对目前 857 研究 所绩效考核方案的描述，并深入到各处室，听取不同岗位职工的意见建议，发现 了现有方案存在的问题，并寻找出了背后深层次的原因，从而有针对性地设计了 一套符合 857 研究所特点的绩效考核方案。 1．新方案根据考核对象不同，将绩效考核划分为部门考核和职工个人考核。 首先，本文在事业单位一味地强调个人考核的基础上，设计了以处室为单位的部 门考核，将有效地避免个人各自为战的思想，有助于各部门的密切配合，利于单 位整体绩效的提升。 2.按照职工三类岗位不同工作性质和职责任务，根据其考核的侧重点不同， 设计出不同考核指标，并赋予不同的权重，通过表格形式，使绩效考核内容更加 直观化、具体化，进而作出比较科学的评估和决策。 3.加强绩效考核结果的反馈和应用，将考核结果同薪金、职务晋升、培训等 密切挂钩，有效地激发了职工的工作热情和对绩效考核的重视度、参与度，对提 升个人和单位绩效起到了很好的推动作用。 最后，再由点及面，回归到对我国科研事业单位绩效考核的思考上。 作者希望，针对 857 所建立的这套绩效考核方案，对促进相关单位绩效考核 水平的提高具有一定的参考和借鉴价值。 关键词，事业单位，绩效考核，探析 Abstract Scientific research institution is the important part of the institutions. Its direct bearing on the achievements in scientific research output, relates to the scientific and technological progress and economic and social development. With the increasingly complicated social environment, organization and management of the increasingly scientific and performance evaluation of scientific research institutions in China. Therefore, based on the particularity of scientific research institutions, in the current situation, how to structure the management of scientific research institutions, professional and technical workers and skills performance assessment programme of the three categories of posts, forming guide clear and standard scientific evaluation system of performance evaluation, system status, is a challenging subject. This article from theory interpretation start, describes has performance assessment of related theory and in China research institutions performance assessment status, and using summarized method summary out currently research institutions performance assessment exists of problem, and by surface and the points, specific to author work of 857 Institute, using empirical research method, by on currently 857 Institute performance assessment programme of description, and in-depth to everywhere room, heard different post workers of views recommendations, found has existing programme exists of problem, and looking for out has behind deep of causes, to has targeted to design has a meet 857 Institute features of performance assessment programme. 1. the new programme under assessment objects, divided into departments to appraise individual staff members and assessment of performance assessment. First, this article always stressed personal examination of institutions on the basis of design to the departments, services assessment, will effectively avoid personal own ideas to help departments work in close coordination, conducive to improving performance of units. 2. in accordance with three different job nature and duties of the task class status of workers, based on its examination of a different emphasis to design different appraisal, and assign different weights, by tabular form, make the performance assessment of content more intuitive, specific, and thus make more scientific assessments and decisions. 3. strengthen the feedback of the results of performance evaluation and application, results will be check with salary, job promotion, training, and more closely linked to effectively stimulate the enthusiasm of the workers and the degree of emphasis on performance assessment, participation, on improving performance of individuals and organizations played a very good role in promoting. Finally, by the point and, on return to thinking on China's public institutions. Author intended, against 857 established performance evaluation of this programme, to promote the improvement of their performance appraisal of relevant units with some reference and reference value. Keywords: Public institution, performance appraisal, analysis目 录 第 1 章 绪论.................................................................. 1 1.1 研究背景 ................................................................. 1 1.2 研究目的与意义........................................................... 2 1.3 研究思路和结构........................................................... 2 1.4 研究特色................................................................. 3 第 2 章 绩效考核相关理论...................................................... 5 2.1 绩效考核的概念及目的..................................................... 5 2.2 绩效考核的原则........................................................... 5 2.2.1 公开与开放的原则 ..................................................... 5 2.2.2 反馈与提升的原则 ..................................................... 6 2.2.3 经常化与制度化的原则 ................................................. 6 2.2.4 可靠性与正确性的原则 ................................................. 6 2.2.5 可行性与实用性的原则 ................................................. 6 2.3 绩效考核的流程体系和考核体系 ............................................. 7 2.3.1 绩效考核流程系统 ..................................................... 7 2.3.2 绩效考核体系......................................................... 8 第 3 章 我国科研事业单位绩效考核现状......................................... 10 3.1 我国科研事业单位的特点 .................................................. 10 3.1.1 专业性强 ............................................................ 10 3.1.2 拥有较高素质的人才队伍 .............................................. 10 3.2 我国科研事业单位绩效考核现状 ............................................ 10 3.3 我国科研事业单位绩效考核存在的问题...................................... 12 第 4 章 857 所绩效考核现状分析 .............................................. 15 4.1 857 所基本情况概述 ...................................................... 15 4.2 857 所绩效考核现状 ...................................................... 20 4.2.1 考核对象 ............................................................ 20 4.2.2 考核内容 ............................................................ 20 4.2.3 考核周期 ............................................................ 21 4.2.4 考核组织机构 ........................................................ 21 4.2.5 考核程序 ............................................................ 21 4.2.6 考核结果的使用 ...................................................... 21 4.3 857 所绩效考核存在的问题 ................................................ 224.3.1 考核对象未分层次，整体绩效不显著 .................................... 22 4.3.2 考核指标不全面，考核内容不明确 ...................................... 22 4.3.3 考核方法致使考核过程缺乏公平 ........................................ 22 4.3.4 缺乏考核结果的反馈沟通，考核结果也未能有效利用 ...................... 23 4.4 857 所绩效考核问题产生的原因分析 ........................................ 23 4.4.1 事业单位性质本身决定绩效考核存在先天不足 ............................ 23 4.4.2 传统文化与绩效考核理念不完全相容 .................................... 24 4.4.3 对绩效考核的重要性认识不足 .......................................... 24 4.4.4 缺乏人力资源管理专业人才 ............................................ 24 4.4.5 三类岗位分类不到位，岗位职责不明晰 .................................. 25 第 5 章 857 所绩效考核新方案设计 ............................................. 26 5.1.对部门的考核设计........................................................ 26 5.2 对个人的考核设计 ........................................................ 31 5.3 新方案实施的保障措施.................................................... 35 5.3.1 转变观念，提高认识，逐步建立绩效导向型的组织文化 .................... 35 5.3.2 考核主体培训........................................................ 35 5.3.3 加强与职工的沟通，重视考核结果的反馈 ................................ 35 5.3.4 建立绩效评审和申诉系统，确保考核公平、公正 .......................... 36 5.3.5 建立考核责任追究制 .................................................. 36 第 6 章 我国科研事业单位绩效考核的思考...................................... 37 致谢 ..................................................................... 39