Y公司是一家民营化工企业，公司主要生产乙醇溶液。公司在2016年公司引入投资 人，完成破产重整。在之前的生产过程中，因受国际市场影响木薯原料成本不断增加， 企业的用工成本也越来越高。有研究表明，用工成本是制约民营企业发展的关键因素之 一。为了能够保证企业盈利，Y公司管理者努力提高员工产出。公司不仅更换了管理团 队，还调整了发展战略，改进了生产设备，但Y公司的整体绩效产出水平仍然较低。根 据调查问卷和实地走访我们发现Y公司存在绩效考核体系不健全，考核过程不公平等诸 多问题。如果单纯通过改进机器设备，更换管理团队并不能达到增加产出的目的。管理 者需要认真分析Y公司存在的问题，积极寻求应对之策。 本文在开篇作了文献综述，之后简要介绍了Y公司的基本情况。经过调查问卷，作 者发现Y公司化工班组员工绩效考核主要存在6大问题：（1）绩效考核指标与企业战 略目标相脱节；（2）没有建立分类分层的评估体系；（3）绩效评估周期不合理；（4） 绩效考核过程有失公允；（5）绩效沟通与反馈不畅；（6）缺乏有效的激励和培训机制。 在阐明公司现存问题后，本文着重从完善Y公司绩效考核体系着手，运用关键绩效指标 法重新设计了Y公司的指标体系，同时也对运作和反馈体系提出了改进建议。最后，本 文对研究进行了总结阐述。 基于Y公司目前存在的问题，本文从国内外研究文献中借鉴了一些改进方案，希望 对Y公司以及与Y公司存在相同问题的公司有一些帮助。 关键词：绩效KPI绩效考核绩效改进 II RESEARCHONTHEIMPROVEMENTOFPERFORMANCEAPPRAISALOF CHEMICALTEAMEMPLOYEESINLIANYUNGANGYCOMPANY ABSTRACT Ycompanyisaprivatechemicalenterprise,whichmainlyproducesethanolsolution.In 2016,thecompanyintroducedinvestorsandcompletedbankruptcyreorganization.Inthe previousproductionprocess,duetotheinfluenceoftheinternationalmarket,thecostof cassavarawmaterialsisincreasing,andthelaborcostofenterprisesisalsoincreasing.Some studiesshowthatlaborcostisoneofthekeyfactorsrestrictingthedevelopmentofprivate enterprises.Inordertoensuretheprofitabilityofthecompany,themanagersofcompanyY strivetoimprovetheoutputofemployees.Thecompanynotonlychangedthemanagement team,butalsoadjustedthedevelopmentstrategyandimprovedtheproductionequipment. However,theoverallperformanceoutputlevelofYcompanyisstilllow.Accordingtothe questionnaireandfieldvisit,wefoundthatYcompanyhasmanyproblemssuchasimperfect performanceappraisalsystemandunfairappraisalprocess.Ifonlythroughtheimprovement ofmachineryandequipment,thereplacementmanagementteamcannotachievethepurpose ofincreasingoutput.ManagersneedtoseriouslyanalyzetheproblemsofYcompanyand activelyseekcountermeasures. Thispapermakesaliteraturereviewatthebeginning,andthenbrieflyintroducesthe basicsituationofYcompany.Throughthequestionnaire,theauthorfoundthattherearesix majorproblemsintheperformanceappraisalofYcompany'schemicalteammembers:(1)the performanceappraisalindexisoutoflinewiththestrategicgoaloftheenterprise;(2)thereis noevaluationsystemofclassificationandstratification;(3)theperformanceappraisalcycleis unreasonable;(4)theprocessofperformanceappraisalisunfair;(5)thecommunicationand feedbackofperformancearenotsmooth;(6)thereisnoeffectiveincentiveandTraining mechanism.Afterlistingthemainproblemsofthecompany,thispaperfirstimprovesthe performanceappraisalsystemofcompanyY,redesignstheindexsystemofYcompanyby III usingthekeyperformanceindexmethod,andputsforwardsuggestionsforimprovingthe operationandfeedbacksystem.Finally,thispapersummarizestheresearch. BasedontheexistingproblemsofYcompany,thispaperdrawsonsomeimprovement plansfromthedomesticandforeignresearchliterature,hopingtohelpYcompanyandthe companieswiththesameproblemsasYcompany. KEYWORDS：performance；kpi；performanceassessment；improvement oftheperformance IV 目录 摘要.......................................................................................................................................I ABSTRACT...................................................................................................................................II 第一章绪论.............................................................................................................................1 1.1研究背景......................................................................................................................1 1.2研究目的和意义..........................................................................................................2 1.3国内外综述..................................................................................................................2 1.3.1国内研究综述...................................................................................................2 1.3.2国外研究综述...................................................................................................4 1.4研究思路与方法...........................................................................................................5 1.4.1研究思路...........................................................................................................5 1.4.2研究方法...........................................................................................................6 1.5研究创新点...................................................................................................................6 1.6本章小结.......................................................................................................................7 第二章绩效考核理论概述.....................................................................................................8 2.1绩效考核的概念...........................................................................................................8 2.2绩效考核的流程..........................................................................................................8 2.3本章小结.....................................................................................................................10 第三章Y公司化工班组员工绩效考核现状.......................................................................11 3.1Y公司概况.................................................................................................................11 3.2Y公司人力资源部门构成.........................................................................................13 3.3Y公司人力资源基本情况.........................................................................................13 3.4Y公司化工班组现有的绩效考核方法.....................................................................15 3.5本章小结....................................................................................................................16 第四章Y公司化工班组员工绩效考核存在问题及原因...................................................18 4.1Y公司原绩效考核体系调查分析.............................................................................18 4.1.1问卷调查..........................................................................................................18 V 4.1.2员工访谈..........................................................................................................23 4.2Y公司化工班组员工绩效考核存在的问题.............................................................24 4.2.1绩效考核指标与企业战略目标相脱节..........................................................24 4.2.2没有建立分类分层的评估体系.....................................................................24 4.2.3绩效评估周期不合理.....................................................................................25 4.2.4绩效考核过程有失公允.................................................................................25 4.2.5绩效沟通与反馈不畅.....................................................................................26 4.2.6缺乏有效的激励和培训机制.........................................................................27 4.3Y公司化工班组员工绩效考核出现问题的原因分析.............................................29 4.3.1Y公司不重视绩效考核..................................................................................29 4.3.2公司缺乏正确的绩效考核观念.....................................................................29 4.3.3缺乏生产统计基础.........................................................................................30 4.3.4绩效沟通方式不合理.