I 摘要 随着经济的全球化，中国公司正面临着转型的问题，是机遇也是挑战。为了 应对转型的困难，配套公司的发展战略，公司内部管理也面临着转型和优化。人 力资源管理是基于公司战略的一项重要的管理活动，而绩效考核是人力资源管理 的决策依据。绩效考核不仅是对员工及部门以往工作能力的考核，也是对员工职 业发展提供晋升标准。目前中国式的绩效考核存在绩效考核目标与战略目标不一 致，绩效管理与公司战略脱节等特征，导致中国大多数公司存在急功近利、考核 方法单一、考核缺乏系统性、员工公平感下降的问题。如何建立科学有效的绩效 管理体系，如何帮助员工绩效改进，这些问题的解决具有重要的战略意义。 本文以JC公司为研究对象，以绩效考核、绩效考核方法等理论为基石，运用 访谈法诊断公司目前绩效管理体系存在的问题。针对发现的问题对JC公司绩效管 理体系进行优化，提出绩效管理体系实施保证措施，达到建立健全绩效管理体系 的目的。 首先，对目前JC公司绩效管理体系基本概况分析，并利用访谈法从绩效考核 指标、绩效考核流程、绩效考核争议处理、绩效考核细则、绩效考核配套制度五 个方面分别对不同层次的人员进行调查，发现JC公司存在公司绩效考核内容单一、 考核指标不健全、考核方式可操作性差、考核结果缺乏公信力、考核成本高、绩 效结果缺乏反馈机制、绩效考核流于形式等主要问题。 其次，根据发现的问题从绩效指标体系、绩效考评体系、绩效计划执行过程 控制、绩效结果应用四个方面进行优化设计。运用战略地图、任务分布矩阵、鱼 骨图法等方法构建绩效考核指标；从考评主体、考评方法、考核周期、实施流程、 核算考评结果等内容完善绩效考评体系。通过从过程沟通、信息收集和整理、数 据统计和分析、绩效管理培训等方面控制绩效计划执行过程中产生的考核误差。 将考核结果运用在人力资源管理的人员选拔和调配、培训开发、薪酬调整等环节。 最后，通过贯彻落实绩效管理制度、建立绩效考核文化和绩效考核系统总体 评估体系，保障绩效管理体系的可操作性、可实现性和合理性。 关键词：绩效考核，绩效指标，绩效 ABSTRACT II ABSTRACT With the globalization of the economy, Chinese enterprises are facing the problem of transformation, which is both an opportunity and a challenge. In order to cope with the difficulties of transformation and to support the development strategy of enterprises, the internal management of enterprises also faces transformation and optimization. Human resource management is an important management activity based on corporate strategy, and performance evaluation is the basis for human resource management decision-making. Performance assessment is not only an assessment of the past work ability of employees and departments, but also a promotion standard for employees' career development. At present, Chinese-style performance appraisal has the characteristics of inconsistent performance appraisal goals and strategic goals, and the disconnection of performance management and corporate strategy, which leads to the problems of quick success, single appraisal methods, lack of systematic appraisal, and a decline in employee fairness in most Chinese enterprises. Solving the problems of how to establish a scientific and effective performance management system and to help employees improving performance have important strategic significance. This dissertation use the JC company as the research object and diagnose the existing problems of the company's current performance management system based on performance evaluation and other theories using the interview method. Aiming at the found problems, this dissertation will optimize the performance evaluation system of JC company, and propose the implementation of guarantee measures for the performance evaluation system and so to achieve the purpose of establishing and improving the performance system. First, through analyzation of the basic profile of the current JC company's performance management system, and using interviews to investigate the different levels of personnel from five aspects: performance evaluation indicators, performance evaluation process, performance evaluation, dispute handling, performance evaluation rules, and performance evaluation supporting system, this dissertation found that JC had major problems such as single content of enterprise performance assessment, unsound assessment indicators, lack of credibility of assessment results, performance assessment in form, poor operability of assessment methods, high assessment cost, and lack of ABSTRACT III feedback mechanism for performance results. Second, according to the found problems, the design is optimized from four aspects: performance index system, performance evaluation system, performance execution process, and performance results. To construct performance evaluation indicators by using strategic maps, task distribution matrices, fishbone diagrams and other methods; To improve the performance evaluation system from the content of the evaluation main body, evaluation method, evaluation cycle, implementation process, and calculation evaluation results. To control the evaluation errors generated during the execution of the performance plan through the process communication, information collection and collation, data statistics and analysis, performance management training, etc. The assessment results will be used in the selection and deployment of human resources management personnel, training and development, and salary adjustment. At last, to improve the operability, achievability, and rationality of the performance management system by constructing a performance management system, performance appraisal culture, and overall performance management system evaluation system. Keywords: performance assessment, performance indicators, performance 目 录 IV 目 录 第一章 绪 论 .................................................................................................................. 1 1.1 研究背景和意义 ............................................................................................... 1 1.2 研究目的和内容 ............................................................................................... 2 1.3 研究方法 ........................................................................................................... 3 第二章 研究的理论基础 ................................................................................................ 5 2.1 绩效考核概述 ................................................................................................... 5 2.2 绩效考核方法 ................................................................................................... 6 2.3 四种绩效考核方法比较 ................................................................................... 8 第三章 四川JC公司绩效管理体系现状与诊断 ........................................................ 10 3.1 公司简介、公司组织结构 ............................................................................. 10 3.2 JC公司绩效管理体系现状 .............................................................................. 11 3.2.1 考核的主体 ........................................................................................... 11 3.2.2 绩效考核内容和方法 ........................................................................... 11 3.2.3 考核结果的运用 .................................................................................. 12 3.3 JC公司绩效管理体系诊断 ............................................................................. 13 3.3.1 诊断方法与流程 .................................................................................. 13 3.3.2 JC公司绩效管理体系的不足 .............................................................. 13 3.3.3 JC公司绩效管理体系改进的方向 ...................................................... 19 第四章 四川JC公司绩效管理体系设计 .................................................................... 22 4.1 四川JC公司绩效管理体系的设计原则 ....................................................... 22 4.1.1 公司战略目标与绩效管理目标一致的原则 ...................................... 22 4.1.2 统筹与时俱进的原则 .......................................................................... 22 4.1.3 定性和定量相结合的原则 .................................................................. 22 4.1.4 因地制宜的原则 .....................