I 摘要 绩效管理对于企业来说是内部完善、内部更新的不竭动力，能够为企业员工 起到良好的引导，从而使得员工能够为企业发展贡献自身能力与精力，保障企业 持续发展和竞争优势的获龋因此，加强与优化企业绩效管理应该提升到战略管 理的层面，从管理者到员工都应引起充分的重视。本研究将大港油田S工程设计 公司作为研究对象，通过访谈与问卷调查分析其绩效管理的现状与问题，并为其 绩效管理体系优化提出相应的对策与建议。 现阶段，大港油田S工程设计公司积极创新管理体系与模式，具有独具特色 的绩效管理方法。在具体绩效管理实施过程中，大港油田S工程设计公司制定了 较为详细的操作流程，并设计了相关绩效考核指标与权重。根据绩效管理和考核 的对象不同，将绩效考核指标分为部门指标和员工指标两种类型。根据考核得分 和结果来计算部门绩效与员工工资。但在具体过程中依然存在着不足，比如考核 体系与指标不合理；薪酬分配不合理；员工素质不够，缺乏培训；考核机制不灵 活；激励和惩罚措施不够等等。因此，需要从新构建新的绩效管理体系，以适应 和促进公司的发展。 为提升大港油田S工程设计公司绩效管理体系，需要在以下几个方面进行完 善。首先，确定绩效考核方法和指标权重。第一，确定高管的绩效指标。从“财 务类、顾客类、内部运营类、学习成长类”等维度建立关键绩效指标考核体系， 达到公司长期战略目标与短期效益、产品质量与生产数量、组织内部与外部环境、 经营过程与产出收益等多方面的平衡。第二，确定部门的绩效指标。同样包括财 务类、顾客类、内部运营类、学习成长类四个维度，并且不同的部门设置不同的 权重。第三，确定员工的绩效指标。经公司高层和人力资源部门研究，形成了所 有员工的“业绩、能力、态度”指标 KPI 绩效评价指标。其次，考核周期、考 核方法、考核结果应用与反馈等环节实施绩效管理，依据绩效考评的得分，将绩 效考评结果分成A、B、C、D、 E五等。再次，加强绩效管理体系运行保障。改 进相关配套制度体系，加强企业绩效文化建设，建立跟踪与评价机制，促进大港 油田S工程设计公司绩效管理体系的有效运行。 本次研究希望能给企业构建绩效管理体系提供一点经验与建议。但也存在着 不足，比如绩效管理指标还需要进一步细化、绩效管理的主体与队伍素质提升等 等，在以后的研究中需要进一步加强。 关键词：绩效管理体系；KPI；指标；优化 摘要 II Abstract Performance management is an inexhaustible motive force of internal improvement and internal renewal for enterprises, which can play a good guide for employees, so that employees can contribute their own capabilities and energy for the development of enterprises, and ensure the sustainable development of enterprises and the acquisition of competitive advantages. Therefore, to strengthen and optimize enterprise performance management should be upgraded to the level of strategic management, from managers to employees should be given full attention. This study takes S Engineering Design Company of Dagang Oilfield as the research object, investigates and analyzes the present situation and problems of its performance management through interviews and questionnaires, and puts forward corresponding countermeasures and suggestions for the optimization of its performance management system. At this stage, Dagang Oilfield S Engineering Design Company actively innovates the management system and mode, with unique performance management methods. In the implementation process of specific performance management, Dagang Oilfield S Engineering Design Company has formulated a more detailed operational process, and designed relevant performance evaluation indicators and weights. According to the different objects of performance management and evaluation, the performance evaluation indicators are divided into two types: Department indicators and employee indicators. Calculate departmental performance and staff salaries according to the scores and results. However, there are still some shortcomings in the specific process, such as unreasonable assessment system and indicators; unreasonable salary distribution; inadequate staff quality, lack of training; evaluation mechanism is not flexible; incentives and punishment measures are not enough and so on. Therefore, we need to build a new performance management system in order to adapt and promote the development of the company. In order to improve the performance management system of Dagang Oilfield S Engineering Design Company, the following aspects need to be improved. First of all, determine the performance appraisal method and index weight. First, determine the performance indicators of executives. Establish the evaluation system of key performance indicators from the dimensions of "finance, customer, internal operation, learning and growth" to achieve the balance between long-term strategic objectives 摘要 III and short-term benefits, product quality and production quantity, internal and external environment of the organization, business process and output income. Second, determine the Department's performance indicators. It also includes four dimensions: finance, customer, internal operation, learning and growth, and different departments set different weights. Third, determine employee performance indicators. Through the research of the company's top management and human resources department, the KPI performance evaluation index of "performance, ability, attitude" of all employees has been formed. Secondly, performance management is implemented in the assessment cycle, assessment methods, application and feedback of assessment results. According to the score of performance evaluation, the results are divided into A, B, C, D, E and so on. Thirdly, we should strengthen the operation guarantee of the performance management system. Improve the relevant supporting system, strengthen the construction of corporate performance culture, establish a tracking and evaluation mechanism to promote the effective operation of the performance management system of Dagang Oilfield S Engineering Design Company. This study hopes to provide some experience and suggestions for enterprises to build performance management system. However, there are still some shortcomings, such as performance management indicators need to be further refined, the quality of the main performance management and team to improve, and so on, in the future research needs to be further strengthened. Key Words：Performance management system; KPI; Index; Optimization 目录 IV 目录 第一章 绪论 ............................................................................................................................. 1 第一节 研究背景与意义 ................................................................................................... 1 第二节 国内外研究综述 ................................................................................................... 2 一、 国外研究现状 .......................................................................................................... 2 二、 国内研究现状 .......................................................................................................... 4 三、 国内外研究现状评述 ............................................................................................... 6 第三节 研究内容与思路 ................................................................................................... 7 第四节 研究方法与技术路线 .......................................................................................... 8 一、 研究方法 .................................................................................................................. 8 二、 技术路线 .................................................................................................................. 8 第二章 概念与理论基础 ................................................................................................. 10 第一节 概念界定 .............................................................................................................. 10 一、 绩效 ....................................................................................................................... 10 二、 绩效管理 ................................................................................................................ 11 三、绩效管理体系 ..................................................................................