中文摘要 助理员工的绩效考核体系对于通信工程类企业是至关重要的，间接决定企 业的效益和发展，因此对企业的助理人员进行全面、客观、公正的绩效考核势 在必行。同时，将考核结果及时反馈给助理人员，以此激发他们工作的积极 性，不断提高助理人员的绩效水平和企业的持续发展。但是，助理人员为非技 术型人才，对企业业绩没有直观体现，考核难度大且容易被忽略。京信通信甘 肃分公司正面临这样困惑，助理办员工不合理的绩效考核体系影响到了公司的 经营业绩，因此有必要对该体系进行优化研究。 本文首先在查阅研读了大量文献资料的基础上，对绩效、绩效考核及绩效 管理等理论进行深入学习；其次，针对助理办员工绩效考核的开展现状，通过 实地访谈和问卷调查查找绩效考核体系存在的问题，并分析问题出现的原因； 接着，基于京信通信甘肃分公司的发展状况，结合问题及原因对助理办现有绩 效考核体系进行优化。这包括第一步借鉴平衡记分卡（BSC）的指导思想，对京 信通信甘肃分公司战略目标进行分析，从“财务、客户、内部流程、学习与成 长”四个维度对战略分解，同时，应用关键绩效指标考核法（KPI）将公司战略 目标层层分解，形成助理办不同岗位的考核指标，第二步确定了考核周期和考 核主体，第三步应用层次分析法确定各项指标和不同考核主体的权重，第四步 设计了绩效考核表，包含了上述所有优化内容；最后，本文制定了京信通信甘 肃分公司助理办员工绩效考核体系的保障措施，并对整个优化方案进行了总 结，阐述了本次研究的主要结论和对未来的展望。 这样的研究，能够有效激发助理办员工的工作能动性，切实帮助公司改变 她们的行为和绩效，成为公司实现全年目标任务及长远发展战略有力支撑；同 时，为公司人事管理提供依据以及为助理人员提供自我成长机会；另外，优化 之后的绩效考核体系方案不仅可以用于京信甘肃分公司助理办，也可以用于其 他具有类似背景的公司、类似问题的岗位中。 关键词，助理办；绩效考核；平衡计分卡；关键绩效指标考核法 IV STUDY ON THE OPTIMIZATION OF PERFORMANCE APPRAISAL SYSTEM IN ASSISTANT OFFICE OF JINGXIN GANSU BRANCH Abstract The performance appraisal system of enterprise assistants is crucial for engineering enterprises so that indirectly determines the efficiency and development of enterprises.Therefore, it is imperative to assess the company's assistants with comprehensive, objective and fair performance appraisal .Meanwhile, the assessment results are fed back promptly to the assistants, in order to stimulate the enthusiasm of the assistants, and continuously improve the performance level of the assistants and the sustainable development of the company.However, the assistants are non- technical talents, which are not directly reflected in the performance of the company. The assessment is difficult even ignored easily.Jingxin gansu branch is facing such confusion.The assistant's unreasonable performance appraisal system of the office affects the company's operating performance.So,it is necessary to optimize the system. This paper firstly conducts in-depth study of performance and performance appraisal theory on the basis of reading up a large amount of literarture.Secondly, the actuality of the performance evaluation of the assistant office is carried out.Found the problems in the performance appraisal system by field research and questionnaires,meanwhile,analyzed the cause of the problem.Then, optimizing the existing performance appraisal system of assistant office based on the status of development of the jingxin gansu branch,and Combine the problems and reasons .This includes the first step of drawing on the guiding ideology of The Balanced Scorecard (BSC). Through the analysis of the strategic objectives of jingxin gansu branch, the strategy is decomposed from the four dimensions of “finance, customer, internal process, learning and growth. Use the approach of Key Performance Indicator (KPI) decomposes the company's strategic objectives into layers to form an assessment index for assistants in different positions; the second step determines the assessment cycle and the assessment subject; the third step uses the analytic hierarchy process to determine indicators and The weight of different assessment subjects; the fourth step is to design a performance appraisal, which V contains all the above optimization contents.At the end of the paper,this paper also formulated the safeguard measures for the performance appraisal system of jingxin gansu branch assistant office ,and the whole optimization scheme is summarized, and the main conclusions of this research and the prospects for the future are expounded. Such research can effectively stimulate the work initiative of the assistant employees, help the company to change their work behavior and work performance, and become a strong support for the company to achieve the annual goals and tasks and long-term development strategy;at the same time,provide the basis for the company's personnel management and provide opportunities for the assistant's self- growth;in addition, the optimized performance appraisal system can be used not only for the assistant office of jingxin gansu branch, but also for other companies with similar backgrounds and other position with similar issues. Keywords: assistant office; performance appraisal; balance score card; key performance indicator assessment VI 目录目录 中文摘要..................................................................................................III Abstract....................................................................................................IV 第一章 绪论................................................................................................1 1.1 研究背景和意义.............................................................................................1 1.1.1 研究背景.................................................................................................1 1.1.2 研究意义.................................................................................................2 1.2 国内外研究现状 ...........................................................................................3 1.2.1 国外研究现状.........................................................................................3 1.2.2 国内研究现状.........................................................................................4 1.3 研究内容.........................................................................................................5 1.4 研究方法.........................................................................................................6 1.4.1 访谈法.....................................................................................................6 1.4.2 问卷调查法.............................................................................................6 1.4.3 文献资料法.............................................................................................6 1.4.4 层次分析法.............................................................................................6 第二章 相关理论....................................................................................... 8 2.1 相关概念.........................................................................................................8 2.1.1 绩效.........................................................................................................8 2.1.2 绩效考核.................................................................................................8 2.1.3 绩效管理.................................................................................................9 2.2 绩效考核方法................................................................................................11 2.2.1 目标管理法...........................................................................................10 2.2.2 平衡计分卡...........................................................................................11 2.2.3 关键绩效指标考核法...........................................................................12 VII 2.2.4 “360”绩效评价法.............................................................................13 第三章 京信甘肃分公司助理办员工绩效考核现状分析.................... 15 3.1 京信甘肃分公司概述.............................................................