随着经济的全球化和信息时代的到来，烟草行业也日益面临着不小的市场竞争 和挑战。如何面对这种竞争与挑战，如何有效提升烟草行业核心竞争力，如何继续 保持烟草行业健康有序发展，作为“第三利润源泉”的烟草物流将是我们烟草行业 发展的重要举措。如何探索一套在烟草物流公司行之有效的绩效管理系统，是深化 用工制度改革，提高中国烟草行业国际竞争力的得力办法。就现在情况来看，烟草 行业所属的物流企业在绩效管理方面存在比较多的问题，影响了其今后的发展与进 步，所以怎么样有效地解决绩效考核中面临的问题是我们每位烟草人需要思考和关 注的主要课题。所以说，需要给烟草物流员工搭建公平的、公正的、合理的绩效考 核平台，构建健全的绩效考核体系，满足物流员工的绩效考核预期标准，能够确定 每名员工对企业的贡献或不足，调动员工工作的积极性，进一步明确权责，奖优罚 懒，实现物流企业工作效率和工作能力的较好提升，实现烟草物流企业持续的、健 康的、稳定的发展进步，从而完成烟草物流企业的长远发展目标。 本文首先介绍研究的背景和意义、研究思路和方法及本文的主要内容和框架。 其次，本文在全面研究目前绩效管理理论的前提下，借助问卷调查、人员访谈以及 材料剖析等方式方法，全面了解 S 卷烟物流公司绩效管理的实际情况，全方位分析 S 卷烟物流公司绩效管理的现有状况，找出 S 卷烟物流公司在绩效管理中存在的问 题和不足，最终确定绩效管理存在问题的根源。再次，利用比较成熟的绩效管理方 法和措施，通过科学的管理方法持续优化改进绩效管理体系。最后，为了 S 卷烟物 流公司的绩效管理体系能够高效运转，积极构建较为全面的绩效管理相关制度保障 体系，并辅助于相关的保障措施。通过优化这样的体系，有效解决 S 卷烟物流公司 绩效管理中存在的问题，进一步适应发展中所面临的的内外部竞争环境，从而实现 S 卷烟物流公司战略发展目标。 关键词：卷烟物流；绩效管理体系；优化研究I ABSTRACT With the economic globalization and the advent of the Information Age, the tobacco industry is also facing the increasing market competition and challenges. How to face this kind of competition and challenges, how to effectively enhance the core competitiveness of the tobacco industry, how to continually maintain the healthy and orderly development of the tobacco industry, the tobacco logistics, as the “third profit source”, will be an important measure for the development of our tobacco industry. How to explore an effective performance management system in tobacco companies is a powerful way to deepen the reform of the employment system and improve the international competitiveness of China’s tobacco industry. As far as the present situation is concerned, there are many problems in the performance management of logistics enterprises belonging to the tobacco industry, which affected their future development and progress. Therefore, how to effectively solve these problems in performance appraisals is the main topic that everybody in the tobacco industry need to think about and pay attention to. Therefore, it is necessary to build a fair, just and reasonable performance appraisal platform for tobacco logistics staff, build a sound performance appraisal system to meet the expected standards of performance appraisal from logistics staffs, which can determine the contribution or deficiency of each employee to the enterprise, mobilize the work enthusiasm of staffs, and further clarify the rights and responsibilities, reward excellent employees and punish lazy employees, in order to improve the working efficiency and ability of logistics enterprises, realize the continuous, healthy and stable development and improvement of tobacco logistics enterprises, and thus achieve the long-term development goals of tobacco logistics enterprises. This paper first introduces the research background and significance, research ideas and methods and the main content and framework of this paper. Secondly, on the premise of a comprehensive study of the current performance management theory, with the help of questionnaires, interviews and literature analysis, this paper comprehensively investigate the actual situation of performance management of S cigarette logistics company, analyzes the current situation of performance management of S cigarette logistics company, and finds out the problems and deficiencies in the performance management of S cigarette logistics company, and ultimately determines the root causes in performance management. Thirdly, this paper proposes to continuously optimize andII improve the performance management system through scientific management method based on more mature performance management methods and measures. Finally, in order to make the performance management system of S cigarette logistics company run efficiently, we should actively construct a more comprehensive safeguard system related to the performance management, and with the support of the relevant safeguard measures. By optimizing this system, we can effectively solve the problems existing in the performance management of S cigarette logistics company, further adapt to the internal and external competitive environment faced in the development, so as to achieve the strategic development goals of S cigarette logistics company. Key Words: Cigarette logistics；Performance management system；Optimization research1 目 录 第一章 绪论...................................................................................................1 第一节 研究背景与研究意义 ........................................................................................1 一、研究背景................................................................................................................1 二、研究意义................................................................................................................1 第二节 国内外研究现状 ................................................................................................2 第三节 研究内容和研究方法 ........................................................................................3 一、研究思路................................................................................................................3 二、研究内容及框架....................................................................................................3 三、研究方法................................................................................................................4 第二章 绩效管理相关理论基础...................................................................6 一、绩效的概念............................................................................................................6 二、绩效管理的概念....................................................................................................6 三、绩效管理体系的概念............................................................................................6 第二节 绩效管理体系的相关理论 ................................................................................6 一、绩效考核指标........................................................................................................7 二、绩效管理实施流程................................................................................................7 三、绩效管理组织体系................................................................................................9 四、绩效管理制度体系..............................................................................................10 第三节 绩效管理相关方法 ..........................................................................................11 一、关键绩效指标法..................................................................................................11 二、平衡计分卡法......................................................................................................11 三、目标管理法..........................................................................................................11 四、360 度绩效管理法...............................................................................................12 第四节 绩效管理方法优劣比较 ..........................................12 一、关键绩效指标法..................................................................................................12 二、平衡记分卡法....................