企业竞争的核心，最终是人才的竞争，只有合理开发、利用人力资源，才能 充分调动员工工作的积极性和主动性，为企业带来最大的经济效益。而绩效考核 工作是人力资源管理中非常重要的组成部分，显得尤为重要。那么，如何才能提 高企业绩效管理水平，是企业需要深思的问题。国有企业是国民经济的支柱，其 绩效考核工作受人情、关系等影响，呈现出制度管理刚性不足、赏罚不清等突出 问题。新疆塔里木农业综合开发股份有限公司（下文简称新农开发公司）作为阿 克苏地区国有企业的代表，以棉花种植为主，涉足农副产品等多个领域，在很长 一段时间，企业经济效益可观。然而，近年来，由于企业高层管理者对绩效考核 工作不够重视，延用陈旧的绩效考核方案，绩效考核指标设计过高、绩效沟通反 馈不及时、考核周期不科学、赏罚不清等，严重地打击了公司员工干事创业的积 极性，导致公司员工流失、技术类员工匮乏、企业经济效益下降等问题，需要引 起企业管理者的高度重视，并尽快找到解决现有绩效考核问题的对策与方案，以 适应企业快速发展。 为解决以上问题，本文对新疆塔里木农业综合开发股份有限公司的现行绩效 考核工作进行了深入分析和研究，借鉴国内外有关绩效考核方面的先进理论，有 针对性地构建了一套适合新疆塔里木农业综合开发股份有限公司的绩效考核指 标体系，并提出了为新的绩效考核指标体系切实落到实处的实施保障措施。首先， 采用文献分析法，系统梳理概括了绩效考核的概念、流程、方法、存在问题、产 生问题的原因分析、实施保障措施等，为论文后续研究提供扎实的理论基础。其 次，通过实地走访、电话沟通及问卷调查的方式，对新疆塔里木农业综合开发股 份有限公司绩效考核现状和存在的问题进行充分地了解，并对问卷进行了信度效 度检验，确保调查问卷真实有效，为新疆塔里木农业综合开发股份有限公司现行 绩效考核存在的问题提供数据支持。再次，借助平衡计分卡和KPI，邀请相关专 家，筛选出适合新疆塔里木农业综合开发股份有限公司实际的绩效考核指标，通 过问卷调查获取相关数据，运用层次分析法，计算得到各维度指标权重，并对结 果进行描述性分析。 根据研究，得到如下结论：（1）新疆塔里木农业综合开发股份有限公司现 行绩效考核存在①绩效考核工作与公司发展战略及各岗位工作职责相脱节②指 标设计不合理③考核周期不科学④沟通和反馈不及时⑤考核结果运用不到位等 问题，导致绩效考核工作对员工激励不足；（2）新的绩效考核指标体系解决了 现行绩效考核工作中存在的问题，考核工作从不同的维度出发，全面、系统、公 II 平公正，使公司发展战略层层分解到部门、员工，将员工个人发展与部门、公司 的发展紧密结合。（3）为了使新的绩效考核指标体系落地落实，本文从组织、 制度、文化三个方面提出了绩效考核指标体系的改进措施。（4）希望通过新的 绩效考核指标体系的构建，提高员工工作激情，建立良好的工作机制和氛围，为 其他类似企业提供相关有价值的参考。 关键词：绩效考核;平衡计分卡;改进措施 III Abstract Thecoreofenterprisecompetitionisultimatelythecompetitionoftalents. Onlyreasonabledevelopmentandutilizationofhumanresourcescanfullymobi lizetheenthusiasmandinitiativeofemployeesandbringthegreatesteconomic benefitstotheenterprise.Performanceappraisalisaveryimportantpartofh umanresourcemanagement,whichisparticularlyimportant.So,howtoimprov ethelevelofenterpriseperformancemanagementisaproblemthatenterprises needtoponder.Thestate-ownedenterpriseisthepillarofnationaleconomy,a nditsperformanceappraisalworkisaffectedbyhumanfeelingsandrelations, whichpresentsoutstandingproblemssuchasinsufficientrigidityofsystemman agement,unclearrewardsandpunishments,etc.XinjiangTarimAgriculturalCom prehensiveDevelopmentCo.,Ltd.(hereinafterreferredtoasthenewagricultur aldevelopmentcompany),asarepresentativeofthestate-ownedenterprisesin Aksuregion,ismainlyengagedincottonplantingandinvolvesinmanyfield ssuchasagriculturalandsidelineproducts.Foralongtime,theeconomicben efitsoftheenterpriseareconsiderable.However,inrecentyears,duetothela ckofattentionpaidbythetopmanagementoftheenterprisetotheperformanc eappraisal,theuseofoldperformanceappraisalschemes,thehighdesignof performanceappraisalindicators,theuntimelyperformancecommunicationand feedback,theunscientificappraisalcycle,andtheunclearrewardsandpunishm ents,etc.,theenthusiasmofthecompany'sstaffofficersandentrepreneurshas beenseverelyhit,resultinginthelossofthecompany'sstaff,thelackoftech nicalstaff,andtheeconomicefficiencyofthecompanyInordertoadapttot herapiddevelopmentofenterprises,managersshouldattachgreatimportancet otheproblemsofbenefitdeclineandfindoutthecountermeasuresandsolutio nstosolvetheexistingperformanceappraisalproblemsassoonaspossible. Inordertosolvetheaboveproblems,thispapermakesanin-depthanalys isandResearchonthecurrentperformanceappraisalworkofXinjiangTarim AgriculturalComprehensiveDevelopmentCo.,Ltd.,buildsasetofperformance appraisalindexsystemsuitableforXinjiangTarimAgriculturalComprehensive DevelopmentCo.,Ltd.withreferencetotheadvancedtheoriesofperformance appraisalathomeandabroad,andputsforwardanewperformanceappraisals ystemTheimplementationofsafeguardsfortheimplementationofthenuclear IV indexsystem.Firstofall,usingthemethodofliteratureanalysis,thispapersy stematicallysummarizestheconcept,process,method,existingproblems,cause analysisoftheproblems,implementationofsecuritymeasures,etc.ofperforma nceappraisal,soastoprovideasolidtheoreticalbasisforthefollow-upstudy ofthepaper.Secondly,throughon-the-spotvisit,telephonecommunicationand questionnairesurvey,thepaperfullyunderstandsthecurrentsituationandexisti ngproblemsofperformanceappraisalofXinjiangTarimAgriculturalComprehe nsiveDevelopmentCo.,Ltd.,andteststhereliabilityandvalidityofthequesti onnairetoensurethatthequestionnaireistrueandeffective,soastoraisethe problemsexistinginthecurrentperformanceappraisalofXinjiangTarimAgric ulturalComprehensiveDevelopmentCo.,LtdFordatasupport.Thirdly,withth ehelpofBalancedScorecardandKPI,inviterelevantexpertstoselecttheact ualperformanceevaluationindicatorssuitableforXinjiangTarimAgriculturalC omprehensiveDevelopmentCo.,Ltd.,obtainrelevantdatathroughquestionnaire survey,useAHPtocalculatetheweightofeachdimensionindex,andcarryo utdescriptiveanalysisontheresults. Accordingtotheresearch,thefollowingconclusionsareobtained:(1)the currentperformanceappraisalofXinjiangTarimAgriculturalComprehensiveDe velopmentCo.,Ltd.hasthefollowingproblems:(1)theperformanceappraisal isdivorcedfromthecompany'sdevelopmentstrategyandresponsibilities;(2)t heindexdesignisunreasonable;(3)theappraisalcycleisunscientific;(4)the communicationandfeedbackarenottimely;(5)theapplicationoftheappraisal resultsisnotinplace,whichleadstotheincentiveoftheperformanceapprais altotheemployeesDeficiency;(2)thenewperformanceappraisalindexsyste msolvestheexistingproblemsinthecurrentperformanceappraisalwork.The appraisalworkstartsfromdifferentdimensions,comprehensive,systematic,fair andjust,whichdecomposesthecompany'sdevelopmentstrategytodepartment sandemployeesatalllevels,andcloselycombinesthepersonaldevelopment ofemployeeswiththedevelopmentofdepartmentsandcompanies.(3)Inorder toimplementthenewperformanceappraisalindexsystem,thispaperputsforw ardtheimprovementmeasuresfromthreeaspectsoforganization,systemand culture.(4)Ihopethatthroughtheconstructionofthenewperformanceevalu ationindexsystem,improvetheworkpassionofemployees,establishagood V workingmechanismandatmosphere,andproviderelevantandvaluablereferenc eforothersimilarenterprises. keywords:performanceappraisal;BalancedScorecard;improvementmeas ures. VI 目录 摘要........................I Abstract.................III 第1章绪论...........8 1.1研究背景与意义.....................8 1.1.1研究背景.....................8 1.1.2研究意义.....................9 1.2国内外研究现状综述...........10 1.2.1国外研究现状..........10 1.2.2国内研究现状..........12 1.2.3国内外研究评述.......16 1.3研究内容、方法与技术路线图.........................17 1.3.1研究内容...................17 1.3.2研究方法...................17 1.3.3技术路线图...............18 1.4研究的创新点........................18 第2章绩效考核相关理论概述........20 2.1绩效考核概述.......................20 2.1.1绩效概念..................20 2.1.2绩效管理和绩效考核..............................20 2.2绩效考核的目的和原则.......21 2.2.1绩效考核的目的.......21 2.2.2绩效考核的原则.......21 2.3绩效考核在人力资源管理中的地位.................21 2.4常用的绩效考核方法............22 2.4.1KPI关键绩效指标考核............................22 2.4.2平衡计分卡（BSC）22 2.4.3层次分析法（