摘要 目前，我国经济环境和经济形式日渐成熟，大量企业涌现并迅速成长。企业所面 临的竞争也日益激烈。那么，如何抓住机遇，加快企业发展？人才在企业竞争中发挥 着重要作用，可以说人才的竞争成为企业竞争的第一资源。绩效考核对企业发现人才、 岗位的晋升、薪酬分配以及对企业人力资源培训管理策略的正确制定等都可以提供重 要的依据，也对提高企业管理团队的效能、实现一个企业的战略目标发挥重要的作用。 基层的员工作为一个企业的战略发展计划的具体执行者,对于企业基层战略目标的正 确实现和制定所起到的重要作用不容忽视。因此,开发企业基层员工的职业发展潜能、 提高企业基层员工工作的能力已经成为一个企业战略目标制定和实现的重要驱动因 素,对于企业发展意义重大。 在进一步分析以上绩效考核研究背景的结论基础上,学习国内外专家关于绩效考 核的研究理论，选择陶瓷企业M公司目前基层员工的绩效考核问题作为文章的主要研 究对象, 运用多种方法调查M公司基层员工目前绩效考核的现状和问题，发现M公司 企业目标没有与绩效考核相结合、结果应用缺失、对员工的激励作用有限等问题，分 析问题产生的主要原因，以激励理论作为理论基础，根据陶瓷制造企业基层员工的实 际工作特点选取关键绩效指标法结合360绩效考核方法作为绩效考核的主要方法，设 计了适合该制造企业基层员工的绩效考核指标，将M企业的战略目标融入员工绩效考 核关键指标的设计,并采用层次分析法对绩效考核指标权重比例进行设计,引导基层 员工的工作绩效目标实现、提升和重点的转移,对降低企业生产成本、提高产品质量 和提升员工创新能力产生促进作用。使用模糊综合评价法对绩效考核体系加以运用， 引入了基层员工绩效考核的沟通、辅导与绩效反馈等工作机制,对其内部管理工作的 改进和工作管理能力的提升提供了帮助,促进员工的个人成长、自我发展和自我价值 的形成和实现。从绩效考核的组织管理方面、制度管理方面、文化管理方面和考核的 技术支持方面分别提出绩效考核体系实施的基本保障和促进措施。 本文探讨设计了一套适合陶瓷制造企业基层员工的科学有效绩效考核体系，改善 企业目前绩效考核现状的不足，最大程度提高公司的内部管理水平。考核体系的设计、 考核结果应用范围扩大、考核制度设计完善，增强了员工主动参与的积极性,进而有 效促进了企业内部管理的提高，为M公司可持续发展奠定基础。期望本文的研究成果 能够为像M公司一样的陶瓷制造企业的基层员工绩效考核工作提供一些启示和帮助。 关键词：绩效考核；基层员工；关键绩效指标法 西北农林科技大学硕士学位论文 II ABSTRACT Nowadays, China's economic environment and economic forms are being mature daily. There are many companies springing up and growing rapidly. Meanwhile, the competition of companies is becoming increasingly fierce. Then, how to seize opportunities, and improve the market competitiveness of enterprises in this period of rapid economic development? It should be said that human resources are the first resource of an enterprise because of talents playing an important role in corporate competition. Performance appraisal can provide important basis for the selection of talents, salary distribution, job promotion and the formulation of corporate training strategies. It also plays an important role in improving the ability of independent innovation of enterprises, winning opportunities in market competition, improving team effectiveness, and achieving corporate strategic goals. As the specific executors of corporate strategic plans, grass-roots employees can’t ignore the role they play in the realization of corporate strategic goals. Therefore, developing the potential of grassroots employees and improving their ability to work has become an important factor in achieving the strategic goals of the enterprise and is of great significance to the development of the enterprise. Based on the further analysis of the conclusions of the above performance evaluation research background, study the research theories of performance appraisal by domestic and foreign experts, and select the current performance appraisal of the basic staff of the ceramic company M company as the main research object of this article. Investigate the current status and existing problems of the performance evaluation of the company's grassroots employees, and find that the company's corporate goals are not combined with the performance evaluation, the results are missing, and the employees' limited incentives are limited. Analyze the main reasons for the problem, and use the motivation theory as the theoretical basis, and select the key performance indicator method combined with the 360 performance evaluation method as the main method of performance evaluation based on the actual work characteristics of the basic employees of ceramic manufacturing enterprises. Design performance evaluation indicators suitable for the basic employees of the manufacturing company, integrate corporate goals into the performance evaluation of employees, and design the indicator weights using AHP. It will have a positive effect on reducing corporate production costs, improving product quality, and enhancing employee innovation to guide the shift of employees' work performance priorities. The fuzzy comprehensive evaluation method is used to apply the performance evaluation system, and the communication, ABSTRACT III coaching and feedback mechanism of performance evaluation is introduced to help improve its performance and work ability, and promote the personal growth of employees and the realization of self-worth. From the organizational, institutional, cultural, and technical aspects of performance assessment, the safeguard measures for the implementation of the performance assessment system were proposed. A scientific and effective performance assessment system suitable for the basic employees of ceramic manufacturing enterprises was discussed and designed to improve the current performance assessment status insufficient to maximize the company's internal management level in this article. The design of assessment system, expanded application range of the assessment results and the well-designed assessment system have enhanced the enthusiasm and initiative of employee participation and increased the satisfaction of grass-roots employees, thereby promoting the improvement of corporate performance and the sustainable development of Company M. It is hoped that the research results of this paper can provide some inspiration and help for the performance evaluation of the basic staff of ceramic manufacturing enterprises like M Company. KEY WORDS: Performance Appraisal; Grass-roots Employees; The Method of Key Performance Indicator 目 录 I 目 录 摘要 ............... I Abstract ....... II 第一章 导论 ............................. 1 1.1 研究的背景 ................... 1 1.2研究的目的和意义 ........ 2 1.2.1研究目的 .............. 2 1.2.2研究意义 .............. 2 1.3国内外研究动态及其评述 ........................... 3 1.3.1国外研究动态 ...... 3 1.3.2国内研究动态 ...... 4 1.3.3国内外研究动态评述 ......................... 5 1.4研究的内容、思路、方法 ........................... 6 1.4.1研究内容 .............. 6 1.4.2研究思路 .............. 6 1.4.3研究方法 .............. 8 1.5论文可能的创新点 ........ 8 第二章 绩效考核相关理论概述 ............................ 9 2.1 基本概念的界定 ........... 9 2.1.1 绩效 ..................... 9 2.1.2绩效考核 .............. 9 2.1.3基层员工 ............ 10 2.2绩效考核的目的 .......... 11 2.3激励理论 ...................... 11 2.3.1马斯洛需求理论 12 2.3.2公平理论 ............ 13 2.4常用的绩效考核工具 .. 13 2.4.1目标管理法(MBO) ........................... 13 2.4.2关键绩效指标法(KPI) ...................... 14 2.4.3 360度绩效考评法 ............................ 15 2.4.4平衡计分卡(BSC) ............................. 15 第三章 M公司基层员工绩效考核体系问题及原因分析 ................ 17 3.1 M公司基本情况概述 . 17 3.1.1公司简介 ............ 17 3.1.2M公司组织结构 17 3.1.3员工基本情况介绍 ........................... 18 3.2基层员工绩效考核方法的历史演变及现状 ............................ 20 3.3现行考核体系问卷调查 ............................. 21 3.4绩效考核的主要问题及原因分析 ............. 24 西北农林科技大学硕士学位论文 II 3.4.1绩效考核的主要问题 ....................... 24 3.4.2绩效考核问题的原因分析 ............... 25 第四章 M公司基层员工绩效考核体系设计 ....... 28 4.1绩效考核体系设计的原则 ......................... 28 4.