在经济高速发展的大环境背景下，自主研发产品技术含量和科技创新能力是企业 具有市场竞争力的重要保障。企业如何更好的扩大市场占有率，如何提高自主研发产 品技术含量等都是生产研发型企业考虑的重要问题。 Z公司属于生产制造研发型企业。公司主要生产研发产品为一次锂电池和二次锂 电池。公司于上世纪70年代初开始研发锂电池，1979年从加拿大引进全套锂电池生 产线，是国内最早从事锂电池研发并实现产业化生产的厂家。经过40余年的技术积 累，企业拥有一次锂电池大容量单体制造技术、大规模成组技术、安全可靠性设计技 术等10余项核心技术，其技术积累、研发能力、生产工艺及制造水平等在国内同行 业处于领先地位。 在绩效考核相关理论知识以及国内外研究的基础上，通过对Z公司及其技术中心 运行现状、绩效考核体系运行现状等内容的阐述，结合问卷调查法和实地访谈法，分 析发现Z公司研发人员的绩效考核体系有绩效考核的认知、绩效考核体系构建存在漏 洞、绩效考核体系运行不健全等方面的问题。为了解决绩效考核体系现存问题，通过 三个步骤对Z公司绩效考核体系进行优化设计。第一步：采用平衡计分卡法与战略地 图相结合的方式，层层分解Z公司战略目标。运用关键绩效指标法和层次分析法优化 Z公司研发人员绩效考核指标及权重；第二步：从绩效考核流程的设计以及绩效考核 方法周期两方面优化完善Z公司研发人员绩效考核的实施；第三步：从沟通机制、绩 效反馈以及绩效结果应用三个方面优化Z公司研发人员绩效考核结果的反溃与此同 时，从制度、考核意识、企业文化、持续改进等方面优化了绩效考核保障措施，以确 保Z公司研发人员绩效考核体系的高效运行。 希望Z公司研发人员绩效考核体系的优化方案的提出，可以为Z公司整体绩效考 核体系的优化提供了参考依据，进一步的促进Z公司战略目标的高效达成；并希望对 其他企业的研发人员的绩效考核体系优化起到借鉴作用。 关键词：研发人员；绩效考核体系；关键绩效指标考核法；平衡计分卡； 层次分析法 Z公司研发人员绩效考核体系优化研究 I Abstract In the context of rapid economic development, the technological content and technological innovation capabilities of independent research and development products are important guarantees for enterprises to have market competitiveness. How to better expand the market share of enterprises and how to increase the technical content of self-developed products are important issues considered by production R & D enterprises. Company Z is a manufacturing R & D enterprise. The company mainly produces research and development products for primary lithium batteries and secondary lithium batteries. The company began to develop lithium batteries in the early 1970s. In 1979, it introduced a full set of lithium battery production lines from Canada. It is the earliest domestic manufacturer engaged in lithium battery research and development and industrialized production. After more than 40 years of technology accumulation, the company has more than 10 core technologies such as primary lithium battery large-capacity single-cell manufacturing technology, large-scale group technology, safety and reliability design technology, and its technology accumulation, research and development capabilities, production technology and manufacturing level, etc. Leading position in the domestic industry. Based on the relevant theoretical knowledge of performance appraisal and the research at home and abroad, through the elaboration of the operation status of Z company and its technical center, the operation status of performance appraisal system, etc., combined with questionnaire survey method and field interview method, the analysis found that Z company R & D personnel The performance appraisal system has the problems of cognition of performance appraisal, loopholes in the construction of performance appraisal system, and imperfect operation of performance appraisal system. In order to solve the existing problems of the performance evaluation system, the following three steps are used to optimize the design of the company Z performance evaluation system.The first step: using the balanced scorecard method and strategy map to decompose the strategic goals of company Z layer by layer. Use the key performance indicator method and the analytic hierarchy process to optimize the performance evaluation indicators and weights of the company's R & D personnel.The second step: optimize the implementation of the performance evaluation of the company's R & D personnel from the aspects of the design of the performance evaluation process and the cycle of the performance evaluation method.The third step: optimize the feedback of the performance evaluation results of the company's R & D personnel from the three aspects of communication mechanism, performance feedback and application of performance results.At the same time, the performance appraisal safeguards were optimized from the aspects of system, appraisal Abstract II consciousness, corporate culture, continuous improvement, etc., to ensure the efficient operation of the performance appraisal system of R & D personnel of company Z. It is hoped that the proposal of the optimization plan for the performance evaluation system of Z company ’s R & D personnel can provide a reference basis for the optimization of the overall performance evaluation system of Z company, and further promote the efficient achievement of Z company ’s strategic goals; The optimization of the assessment system serves as a reference. Key words: R & D personnel; performance evaluation system; key performance indicator evaluation method; balanced scorecard;Analytic hierarchy process Z公司研发人员绩效考核体系优化研究 1 目 录 导 论 ········ 1 一、研究背景 ············ 1 二、研究目的和意义 ··· 2 三、研究方法及技术路线图 ············ 4 四、研究内容及创新点 5 第一章 相关理论综述 ······ 8 第一节 绩效考核相关概念 ··············· 8 一、绩效的含义 ········· 8 二、绩效考核 ············ 8 三、绩效管理 ············ 8 四、绩效考核体系 ······ 8 第二节 绩效管理工具 ··· 9 一、目标管理法MBO · 9 二、KPI关键绩效指标 9 三、平衡计分卡BSC··· 9 四、360°考核方法 ···10 五、目标与关键成果法OKR ··········10 第三节 国内外研究综述 ·················10 一、国外研究现状 ·····10 二、国内研究现状 ·····12 三、国内外研究现状述评 ··············14 第二章 Z公司研发人员绩效考核现状分析 ··············· 16 第一节 Z公司及技术中心现状概述 ···16 一、Z公司基本情况概括 ··············16 二、Z公司组织架构 ··16 三、Z公司技术中心基本情况概括 ··17 第二节 Z公司研发人员绩效考核现状 19 一、Z公司研发人员绩效考核目的和原则 ···········19 二、Z公司研发人员绩效考核体系 ··19 第三节 Z公司研发人员绩效考核体系运行现状问卷调查 ············20 一、问卷调查目的 ·····21 二、问卷调查设计 ·····21 三、问卷调查的实施 ··21 四、问卷结果分析 ·····21 第四节 Z公司研发人员绩效考核体系存在的问题 ···24 一、对绩效考核的认知存在偏差 ·····25 二、绩效考核体系构建基础存在漏洞 ·················26 目 录 2 三、绩效考核体系运行机制不健全 ··27 第五节 Z公司研发人员绩效考核体系存在问题的原因 ···············28 一、绩效考核观念的缺失 ··············28 二、缺乏完善的人力资源管理 ········28 三、支撑保障体系的缺失 ··············29 第三章 Z公司研发人员绩效考核体系优化设计 ········· 30 第一节 Z公司研发人员绩效考核体系优化设计的目的及原则 ······30 一、优化设计的目的 ··30 二、优化设计的原则 ··30 第二节 Z公司研发人员绩效考核体系优化设计的方法及流程 ······31 一、优化设计的方法 ··31 二、优化设计的流程 ··31 第三节 Z公司研发人员绩效考核指标的优化 ·········32 一、考核指标优化流程 ·················32 二、Z公司战略目标 ··32 三、Z公司KPI的确定 ·················32 四、Z公司技术中心KPI的确定 ·····34 五、Z公司研发人员KPI的确定 ·····35 六、Z公司研发人员KPI指标权重的确定 ···········36 第四节 Z公司研发人员绩效考核实施过程的优化 ···40 一、绩效考核实施流程 ·················40 二、绩效考核方法和周期 ··············41 第五节 Z公司研发人员绩效考核沟通及结果反馈的优化 ············42 一、有效沟通机制