I 摘要 神华集团宁夏煤业集团是一家大型能源企业，经过多年的发展和壮大，年产 值达到340亿元左右，员工规模约5.6万人，集团总部有员工约2500人。目前， 随着世界经济一体化的推进，神华集团宁夏煤业集团总部面临的内外部竞争环境 更加激烈，同时神华集团宁夏煤业集团总部员工规模很大，内部设有很多部门， 为了确保企业的良好运行，提高企业的市场竞争力，使企业能够持续地发展，人 力资源管理问题也是企业管理的重中之重，神华集团宁夏煤业集团总部员工绩效 考核存在较多问题，绩效考核体系亟需改进，以便解决员工工作懈怠、薪酬考核 结果应用匮乏等局面。 首先，本文描述了研究背景和研究意义，通过文献阅读，梳理了国内外绩效 考核的方法、理论，为神华集团宁夏煤业集团总部员工绩效考核研究奠定理论基 础。其次，本文通过对神华集团宁夏煤业集团总部员工绩效考核现状进行调研， 采集了员工绩效考核方法、内容、周期、结果应用等材料，发现神华集团宁夏煤 业集团总部员工绩效考核存在员工没有参与绩效考核计划制定；绩效考指标体系 不够科学合理；绩效考核周期片面不灵活；绩效考核结果没有充分得到应用；绩 效考核反馈缺乏沟通等方面问题。然后，分析了神华集团宁夏煤业集团总部员工 绩效考核问题产生的原因，比如绩效考核目的不明确；绩效考核计划制定不符合 实际需求；绩效考核评价指标存存在盲点等。最后，本文依据神华集团宁夏煤业 集团总部员工绩效考核现状，引入平衡记分卡方法和关键绩效考核法，并基于公 开公平、公正透明、可持续改进等基本原则，提出了绩效考核的改进方案，从财 务维度、客户维度、内部运营维度和学习成长维度，建立一套覆盖面广、考核指 标完善的方案，更好地完善了神华集团宁夏煤业集团总部的绩效考核指标体系。 为了确保神华集团宁夏煤业集团总部绩效考核改善对策能够顺利落实，本文 提出如下保障措施：建立完善的公司内部考核机制，将员工的绩效考核过程纳入 到公司的基本制度内，从而提高考核的公平、公正、公开；提高公司有效的绩效 考核组织保障，成立绩效考核小组专项负责绩效考核的实施与落实；建立完善的 多维度绩效考核内容，引入现代科学的考核理念，确定绩效考核指标，建立公平 工作的绩效考核监督机制，确保设定的绩效考核技术能够被有效执行、落实，逐 步提升职员绩效考核能力和整体水准，从根本上激发职员工作热情，增强集团竞 争力，为企业创造更多利润。 关键词：神华集团；绩效考核；考核指标；工作业绩 河南科技大学硕士学位论文 II 论文类型：应用类 选题来源：其他 Abstract III Abstract ShenhuaGroupNingxiacoalindustrygroupisalarge-scaleenergyenterprise. Afteryearsofdevelopmentandgrowth,itsannualoutputvaluereachesabout34 billionyuan,thestaffsizeisabout56000,andthegroupheadquartershasabout2500 employees.Atpresent,withtheadvancementofworldeconomicintegration,Ningxia coalgroupofShenhuaGroupisfacingmorefierceinternalandexternalcompetition environment.Atthesametime,NingxiacoalgroupofShenhuaGrouphasalarge scaleofemployeesandmanyinternaldepartments.Inordertoensurethegood operationoftheenterprise,improvethemarketcompetitivenessoftheenterprise,and maketheenterprisesustainabledevelopment,thehumanresourcemanagement problemisalsotheenterprisemanagementThetoppriorityofmanagementisthat therearemanyproblemsintheperformanceappraisalofemployeesinthe headquartersofNingxiacoalindustrygroupofShenhuaGroup,andtheperformance appraisalsystemneedstobeimprovedinordertosolvetheproblemsofemployees' slackworkandlackofapplicationofsalaryappraisalresults. Firstofall,thispaperdescribestheresearchbackgroundandsignificance, throughliteraturereading,combingthemethodsandtheoriesofperformance appraisalathomeandabroad,tolayatheoreticalfoundationfortheresearchof performanceappraisalofemployeesinNingxiacoalindustrygroupheadquartersof ShenhuaGroup.Secondly,basedontheinvestigationofthecurrentsituationof performanceappraisalofemployeesinNingxiacoalindustrygroupheadquartersof ShenhuaGroup,thispapercollectedthemethods,contents,periodsandresultsof performanceappraisalofemployees,andfoundthattheemployeesinNingxiacoal industrygroupheadquartersofShenhuaGroupdidnotparticipateintheformulation ofperformanceappraisalplan;theperformanceappraisalindexsystemwasnot scientificandreasonable;theperformanceappraisalcycleOnesidedandinflexible; theresultsofperformanceappraisalarenotfullyreflected;thefeedbackof performanceappraisalislackofcommunicationandotherapplications.Then,it analyzesthereasonsfortheperformanceappraisalproblemsofemployeesinNingxia coalindustrygroupheadquartersofShenhuaGroup,suchasthepurposeof performanceappraisalisnotclear;theformulationofperformanceappraisalplandoes notmeettheactualneeds;thereareblindspotsinperformanceappraisalindicators. Finally,basedonthecurrentsituationofperformanceappraisalofemployeesin 河南科技大学硕士学位论文 IV NingxiacoalindustrygroupheadquartersofShenhuaGroup,thispaperintroducesthe balancedscorecardmethodandthekeyperformanceappraisalmethod,anddesignsa setofperformanceappraisalschemebasedonthebasicprinciplesofopenness, fairness,transparency,andsustainableimprovement.Fromthefinancialdimension, customerdimension,internaloperationdimensionandlearningandgrowthdimension, itestablishesasetofwidecoverageTheperfectschemeofevaluationindexcanbetter improvetheperformanceevaluationindexsystemofNingxiacoalindustrygroup headquartersofShenhuaGroup. InordertoensurethatShenhuaGroupNingxiacoalindustrygroupheadquarters performanceappraisalimprovementmeasurescanbeimplementedsmoothly,this paperputsforwardthefollowingsafeguards:establishaperfectinternalappraisal mechanism,incorporatetheperformanceappraisalprocessofemployeesintothecage ofthecompanysystem,soastoimprovethefairness,fairnessandopennessofthe appraisal;improvetheeffectiveorganizationalguaranteeofperformanceappraisal, establishasmallperformanceappraisalThegroupisspeciallyresponsibleforthe implementationandimplementationofperformanceappraisal;establishacomplete multi-dimensionalperformanceappraisalcontent,introducemodernscientificappraisal concept,determineperformanceappraisalindicators,establishafairworkperformanceappraisal supervisionmechanism,ensurethatthesetperformanceappraisaltechnologycanbeeffectively implementedandimplemented,graduallyimprovetheperformanceappraisalabilityandoverall levelofstaff,andfundamentallystimulatestaffWorkenthusiasm,enhancethecompetitivenessof thegroup,andcreatemoreprofitsfortheenterprise. KEYWORDS:ShenhuaGroup;PerformanceAppraisal;AssessmentIndex; JobPerformance Dissertationtype:ResearchCategory Subjectsource:Other 目录 V 目录 第一章绪论..................................................................................................................1 第一节研究背景和研究意义...............................................................................1 一、研究背景..................................................................................................1 二、研究意义..................................................................................................1 第二节国内外研究综述.......................................................................................2 一、国外研究综述..........................................................................................2 二、国内研究综述..........................................................................................4 第三节研究内容...................................................................................................5 第四节研究方法...................................................................................................6 第二章绩效考核相关理论与方法..............................................................................7 第一节绩效考核概述...........................................................................................7 第二节绩效考核方法...........................................................................................8 一、目标管理法..............................................................................................8 二、关键绩效指标法......................................................................................9 三、平衡计分卡法........................................................................................10 四、360度考核法.........................................................................................10 第三章神华集团宁夏煤业集团总部员工绩效考核现状........................................13 第一节神华集团宁夏煤业集团公司概况.............................................