面对国内外新经济形式，中国的企业将面临前所未有的机遇与挑战，作为第一产业 核心，钢铁产业面临的挑战更大。人力资源管理的系统和结构性强，并与日常企业管理 密不可分，对企业发展起着举足轻重的作用。面对复杂的国内外的市场环境及国内钢铁 企业的现状，钢铁企业制度的改革首先需要置身于在国际环境的中，并结合国内同行业 竞争对手中，积极学习借鉴先进管理办法，制定有效的绩效管理策略，提供绩效管理水 平，通过创新手段来为企业提供动力。 本文以改善企业管理实践为宗旨，根据 BX 钢铁集团在绩效管理方面现阶段实际遇 到的问题，绩效管理仅为人力部门职责，个人目标与企业整体战略目标不符，绩效反馈 和辅导乏力等，通过发放问卷调查、对问卷结果进行统计分析等方法，全面而深入地分 析了公司在绩效管理存在的问题，发现造成现有问题的成因有，对绩效管理的认识及重 视不够，缺少科学考核指标体系，绩效结果应用不好。进而针对问题提出了系统的绩效 管理对策，具体包括，明确绩效管理职责，简历指标体系及设计指标权重，加强沟通， 完善反馈机制和绩效结果的应用，调动员工参与积极性，进而实现企业战略目标。 BX 钢铁集团作为典型的国企，遇到的绩效管理方面的问题是十分普遍并具有代表 性的。本文希望可以通过对 BX 钢铁集团的研究和分析，提高公司现有绩效管理状况， 和绩效管理水平，使得企业能够继续稳定健康的发展。 关键词，钢铁企业；绩效管理；绩效策略- II - Research on Performance Management Problems and Countermeasures of BX Iron and Steel Group Abstract Facing the new economic forms at home and abroad, Chinese enterprises will face unprecedented opportunities and challenges, especially the iron and steel industry as the core of the primary industry. The management of human resources is systematic and structural, which plays an important role in the development of the enterprise. Facing the complicated domestic and international market environment the reform of the iron and steel enterprise system first needs to be placed in combination with the domestic competitors in the same industry, actively learn from the advanced management methods and formulate effective performance management strategy, improve performance management level, and providing incentives for enterprises through innovative means. To improve the enterprise management practice, and based on the actual problems encountered by BX Steel Group in performance management: performance management only for HR departments responsibility, personal goals do not tally with the enterprise overall strategic target, the lackof performance feedback and coaching, this paper combines theories of performance management and performance appraisal, taking the questionnaire survey, statistical analysis and other methods, found out the cause of the existing problems are: not enough the understanding and attention on performance management, lack of scientific evaluation index system, and poor application of performance result. Therefore, the paper puts forward systematic measures for performance management, including clarifying performance management responsibilities, resume index system and designing index weights, improving communication and feedback mechanism and strengthening the application of performance results, effectively mobilizing the enthusiasm and creativity of employees, and realizing the strategic objectives of enterprise performance management. As a typical state-owned enterprise, BX Steel Group has encountered problems in performance management that are very common and representative. This paper hopes that through the research and analysis of BX Steel Group, the company's existing performance management status and performance management level can be improved, so that enterprises can continue to develop stably and healthily. Key Words，Iron and steel enterprises; Performance management; Performance strategy- III - 目 录 摘要.............................................................................................................................I Abstract............................................................................................................................. II 1 绪论..............................................................................................................................1 1.1 研究背景...........................................................................................................1 1.2 研究目的与意义...............................................................................................2 1.3 研究内容和思路...............................................................................................3 2 相关理论综述..............................................................................................................5 2.1 绩效管理相关概念...........................................................................................5 2.1.1 绩效的概念............................................................................................5 2.1.2 绩效管理概念........................................................................................5 2.2 绩效管理常用方法...........................................................................................8 2.2.1 关键绩效指标法....................................................................................8 2.2.2 目标管理法..........................................................................................10 2.2.3 科莱斯平衡计分卡..............................................................................11 3 BX 钢铁集团绩效管理的现状及问题分析.............................................................12 3.1 BX 钢铁集团概述 ..........................................................................................12 3.2 BX 钢铁集团人力资源特征及绩效管理体系 ..............................................12 3.2.1 组织机构及人员结构..........................................................................12 3.2.2 公司现有绩效管理体系......................................................................14 3.3 BX 钢铁集团员工绩效管理现状调查..........................................................18 3.3.1 问卷对象的选取..................................................................................18 3.3.2 调查问卷..............................................................................................19 3.3.3 调查结果分析......................................................................................20 3.4 BX 钢铁集团现阶段绩效管理存在的问题分析..........................................21 3.4.1 绩效管理仅为人力部门职责..............................................................21 3.4.2 考核结果应用不好..............................................................................22 3.4.3 缺少科学考核指标体系......................................................................23 3.5 现有问题的成因.............................................................................................23 3.5.1 对绩效管理认识及重视不够..............................................................23 3.5.2 沟通反馈不及时..................................................................................24 4 BX 钢铁集团绩效管理的对策.................................................................................25- IV - 4.1 绩效管理体系设计的基本思路.....................................................................25 4.2 明确绩效管理职责.........................................................................................26 4.2.1 成立委员会..........................................................................................26 4.2.2 明确各部门绩效管理工作中职责......................................................26 4.3 建立指标体系及设计指标权重.....................................................................27 4.3.1 公司绩效目标及其 KPI 分解 .............................................................27 4.3.2 建立关键绩效指标..............................................................................31 4.3.3 绩效标准..............................................................................................32 4.3.4 量化考核结果......................................................................................32 4.4 完善沟通与反馈机制.....................................................................................37 4.5 加强绩效结果运用.........................................................................................37 5 绩效管理的保障措施................................................................................................39 5.1 组织保障措施.................................................................................................39 5.2 制度保障.........................................................................................................39 5.2.1 建立绩效管理制度..............................................................................39 5.2.2 建立公示及奖惩制度..........................................................................40 5.3 沟通和反馈保障措施.....................................................................................40 5.3.1 明确沟通重点......................................................................................40 5.3.2 组织绩效管理座谈..............................................................................40 5.4 BX 钢铁集团公司绩效管理实施的评价 ......................................................40 结 论..........................................................................................................................42