I B 公司软件开发部门绩效管理制度优化研究 摘要 随着全球经济社会的不断发展，知识科学技术的不断创新，民营 企业的经营环境和竞争态势都发生着剧烈的变化，也面临着更大的竞 争和挑战。为了提升企业自身的核心竞争力，不少民营企业都积极转 型进军软件开发行业。软件开发人员的实力就是民营企业的核心竞争 力，要想让每一个开发人员充分发挥自身能力，为企业创造价值，建 立一个符合企业自身特色，有效的绩效管理制度就显得尤为重要。 本文以 B 公司软件开发部为研究对象，B 公司是一家正在转型软 件开发行业的中小型民营企业，具有一定的典型性和代表性。文章在 借鉴国内外大量软件开发人员绩效管理前沿文献思想的基础上，先对 B 公司软件开发部现行绩效考评制度进行了理论分析和实证研究，明 确了 B 公司软件开发部现行绩效管理制度存在的三个问题①绩效管理 目标与部门战略目标相关度低②绩效考核指标体系不科学③绩效管 理结果未有效运用，并分析了造成这三个问题出现的主要原因。 然后，对本次绩效管理优化总思路进行了梳理并开展了一系列准 备工作，紧接着对绩效指标体系进行了优化，把平衡计分卡和关键绩 效指标相结合，将部门战略目标从财务、客户、内部运营和创新学习 四个维度逐级分解至与各工作组关键能力相关联的二级绩效指标和 与工作内容相关联的三级关键绩效指标及评分标准，并运用 AHP 层次摘要 II 分析法对一级关键绩效指标进行了权重分配，给出了考评总分的计算 公式。 接着，制定了绩效管理的目的，原则，对象和周期，还对绩效管 理的四个流程，即计划、实施和管理、反馈和面谈、结果应用进行了 优化。 最后，对比了新旧绩效管理制度，体现了新制度的合理性，并提 出了一系列保障措施，确保新制度的导入平稳顺利。 关键词：软件开发人员 绩效管理 平衡计分卡 关键绩效指标Abstract III RESEARCH ON OPTIMIZATION OF PERFORMANCE MANAGEMENT SYSTEM FOR R&D DEPARTMENT OFCOMPANY B Abstract With the continuous development of global economy, society and the continuous innovation of knowledge, science and technology, the operating environment and competition situation of private enterprises are undergoing drastic changes. They are also facing greater competition and challenges. In order to improve their core competitiveness, many private enterprises are actively transforming into the software development industry. The strength of software developers is the core competitiveness of private enterprises. It is particularly important to establish an effective performance management system with the characteristics of enterprises to make every developer to try their best to create value for enterprises. This essay takes the R&D department of company B as the research object. Company B is a small and medium-sized private enterprise transforming to software development industry,whichis typical andrepresentative.Afterstudyinga largenumber of frontier literature on software developers performance management, the essay has firstly carried on the theoretical analysis and empirical research for R&D department of company B. It has been identified three problems, which are based on current performance management system in R&D department of company B—(1) performance management objectives are irrelevant to strategic goals of the department (2) performance evaluation indicator system is not scientific(3) evaluation results were not been used effectively，and then analyzes the main reasons of these three problems. Secondly, the paper organized the path of performance management optimization and carried out a series of preparatory work. It’s an innovative way that using SBC and KPI together to optimize the performance index system. It divides the department strategic objectives into four dimensions: financial, customer, internal business andAbstract IV innovation learning. Secondary key performance indicators were decomposed by the key ability of internal business process, and the third-grade key performance indicators and criteria were by the job content.And then using theAHP analytic hierarchy process (AHP) to allocate key performance indicators weight, generating a calculation formula of evaluation scores. Then, optimize the purpose, the principle, the object and the cycle of performance management, as well as the four processes of performance management, namely, planning, implementation and management, feedback and interviews, the results of application. Finally，comparing the old and the new performance management system to embodiestherationalityofthenewsystem,andputforwardaseriesofsecuritymeasures to ensure that the new system implement smoothly. ZHANG TING TING（MBA） Supervised by XU WEI MIN KEYWORDS software developer, performance management, SBC, KPI目录 V 目录 摘要.............................................................................................................................. I Abstract ........................................................................................................................III 第 1 章 绪论...........................................................................................................1 1.1 研究背景.................................................................................................................1 1.2 研究意义.................................................................................................................1 1.2.1 理论意义......................................................................................................1 1.2.2 实际意义......................................................................................................2 1.3 研究内容.................................................................................................................2 1.4 研究方法和思路.....................................................................................................3 1.4.1 研究方法......................................................................................................3 1.4.2 研究思路......................................................................................................4 第 2 章 软件开发人员绩效考核理论综述..................................................................5 2.1 理论综述.................................................................................................................5 2.1.1 绩效管理相关理论综述..............................................................................5 软件开发人员的研究综述.....................................................................................8 2.2.1 软件开发人员的界定..................................................................................8 2.2.2 软件开发人员的特征..................................................................................8 绩效考核方法综述.................................................................................................9 2.3.1 目标和关键结果（OKR） .........................................................................9 2.3.2 360 度绩效反馈法......................................................................................10 2.3.3 平衡计分卡（BSC） ................................................................................10 2.3.4 关键绩效指标（KPI） .............................................................................11 第 3 章 B 公司软件开发部门绩效管理现状............................................................13 B 公司概况及组织介绍........................................................................................13 3.1.1 B 公司简介.................................................................................................13 3.1.2 B 公司组织架构.........................................................................................13 B 公司软件开发部门绩效管理现状....................................................................14 3.2.1 现行绩效考核制度的目的和标准............................................................14 3.2.2 现行绩效考核制度的考评内容................................................................14 B 公司软件开发部现行绩效管理制度存在的主要问题....................................17 3.3.1 绩效考核制度现状的问卷调查................................................................17 3.3.2 绩效管理目标与部门战略目标相关度低................................................29 3.3.3 绩效考核指标体系不科学........................................................................30 3.3.4 绩效管理结果未有效运用........................................................................30 B 公司绩效管理问题的原因分析........................................................................31 3.4.1 对绩效管理的认知偏差............................................................................31 3.4.2 绩效管理的基础不牢................................................................................31 3.4.3 绩效管理重结果轻过程............................................................................31 第 4 章 绩效管理优化设计的总思路和准备工作....................................................33 4.1 绩效管理优化的总思路.......................................................................................33目录 VI 4.1.1 绩效管理优化的目标................................................................................33 4.1.2 绩效管理优化的方向................................................................................33 4.1.3 绩效管理优化遵循的原则........................................................................34 4.2 绩效管理优化的准备工作...................................................................................35 4.2.1 争取部门领导的支持................................................................................35 4.2.2 争取部门员工的支持................................................................................35 4.2.3 创造良好的实施条件................................................................................35 4.2.4 成立绩效管理委员会................................................................................35 第 5 章 B 公司软件开发部员工绩效指标体系重构................................................37 5.1 B 公司软件开发部绩效考评工具的设计............................................................37 5.2 绩效考评指标体系的设计...................................................................................37 5.2.1 一级绩效指标的设计................................................................................37 5.2.2 二级绩效指标的设计................................................................................39 5.2.3 三级绩效指标及评分标准的制定............................................................47 5.3 绩效指标权重的设置及计算公式.......................................................................67 第 6 章 B 公司软件开发部绩效管理流程优化设计................................................70 6.1 B 公司软件开发部门绩效管理目的....................................................................70 6.2 B 公司软件开发部绩效管理的原则....................................................................71 6.3 B 公司软件开发部绩效管理对象及职责............................................................71 6.4 B 公司软件开发部绩效管理周期........................................................................71 6.5 B 公司软件开发部员工绩效管理流程................................................................72 6.5.1 绩效管理计划............................................................................................72 6.5.2 绩效实施和管理........................................................................................72 6.5.3 绩效反馈与面谈........................................................................................74 6.5.4 绩效结果的应用........................................................................................74 第 7 章 新旧制度对比和保障措施............................................................................76 7.1 新旧绩效管理制度比较.......................................................................................76 7.2 确保制度导入的保障措施...................................................................................77 7.3 总结论...................................................................................................................77