现代企业为了实现自身的核心战略目标并提升自身对于市场的适应能力，在面对越 来越多的发展问题的同时，怎样才能保持自身的飞速发展成为了当今企业越来越重视的 问题之一。经过大量的实践证明，企业人才行为的转变是当前企业提升自身绩效最为有 效的方式。对于企业而言，怎样才能最大程度的把“人”的作用发挥到极致，运用一个 更加科学的绩效管理系统是十分有必要的，一个完善的绩效管理系统能够把员工从被管 理的想法转向人力资源开发。本文为了避免空谈，选取了HG公司为研究对象，从实际 情况出发，针对HG公司绩效管理现状中存在的问题，提出了基于目标管理法的绩效管 理体系。 由于本次研究的主要分析对象是HG公司的绩效管理，因而在对绩效管理和目标管 理法的概念有了一个正确的认识之后，紧接着以这些理论为基础，对HG公司的绩效管 理现状进行分析。全文在展开论述的同时，将其划分为了六个部分来进行一一概述：第 一部分介绍的主要是国内外研究的比较深入比较典型的相关文献，主要是基于本文的研 究背景，以及研究意义和内容进行简单介绍；第二部分由浅入深，主要介绍绩效管理和 目标管理法的基本概念、特征、内容及对应用层面的理解；第三部分则是以HG公司为 例，先是简要介绍HG公司的基本情况，再对其在发展过程中绩效管理的现状进行分析， 然后通过问卷调查分析找出自身企业绩效管理上的不足，结合HG公司的实际情况，分 析HG公司绩效管理存在问题的原因是什么；第四部分则是结合HG公司的实际情况， 考虑各种因素，给出改进建议，建立适合HG公司的基于目标管理法的绩效管理体系； 第五部分则是在实施过程中加强企业内部监管，给予组织、制度、管理方式及组织文化 保障，从而营造良好的公司内部环境；第六部分则是对前面所提到的内容进行概括性总 结。 关键词：目标管理，绩效管理，激励 II Abstract Inordertorealizetheircorestrategicgoalsandimprovetheiradaptabilitytothemarket, modernenterprises,whilefacingmoreandmoredevelopmentproblems,howtomaintain theirrapiddevelopmenthasbecomeoneoftheissuesthatenterprisesarepayingmoreand moreattentiontotoday.Afteralotofpractice,thetransformationofenterprisetalentbehavior isthemosteffectivewayforenterprisestoimprovetheirownperformance.Forenterprises, howtomaximizetheroleof"people",theuseofamorescientificperformancemanagement systemistenAsnecessary,asoundperformancemanagementsystemcanshiftemployees frommanagedideastohumanresourcedevelopment.Inordertoavoidemptytalk,thispaper selectsHGCompanyastheresearchobject,andbasedontheactualsituation,proposesa performancemanagementsystembasedonthetargetmanagementmethodfortheproblems existingintheperformancemanagementofHGCompany. SincethemainanalysisobjectofthisstudyistheperformancemanagementofHG Company,afterhavingacorrectunderstandingoftheconceptofperformancemanagement, thenonthebasisofthesetheories,thepaperanalyzesthecurrentsituationofperformance managementofHGCompany.Atthesametime,thethesisisdividedintosixparts:thefirst partmainlyintroducesthedomesticandforeignresearchofrelativelydeepandtypicalrelated literature,mainlybasedontheresearchbackgroundofthispaper.Aswellasthesignificance andcontentoftheresearch.Thesecondpartfromshallowtodeep,mainlyintroducesthe basicconcepts,characteristics,contentandunderstandingoftheapplicationofperformance managementandgoalmanagementmethods;ThethirdpartistotakeHGcompanyasan example.First,itbrieflyintroducesthebasicsituationofHGcompany,thenanalyzesthe statusquoofperformancemanagementinthedevelopmentprocess,andthenfindsoutthe deficienciesinperformancemanagementofitsownenterprisesthroughquestionnaireanalysis. BasedontheactualsituationofHGcompany,thispaperanalyzesthereasonswhyHG companyhasproblemsinperformancemanagement.Thefourthpartisbasedontheactual situationofHGcompany,consideringvariousfactors,givingsuggestionsforimprovement, andestablishingaperformancemanagementsystembasedonobjectivemanagementmethod suitableforHGcompany;Thefifthpartistostrengthentheinternalsupervisionofthe enterpriseduringtheimplementationprocess,andtogivetheorganization,system, managementmethodsandorganizationalcultureguarantees,thuscreatingagoodinternal environmentofthecompany;Thesixthpartisasummaryofthecontentmentionedabove. Keywords:MBO，performancemanagement，incentive III 目录 摘要.........................................................................................................................................I Abstract......................................................................................................................................II 第1章绪论...............................................................................................................................1 1.1选题背景.......................................................................................................................1 1.2研究目的和意义...........................................................................................................2 1.3国内外文献综述...........................................................................................................2 1.3.1国外文献综述.....................................................................................................2 1.3.2国内文献综述.....................................................................................................3 第2章相关理论概述...............................................................................................................6 2.1绩效的定义和特点.......................................................................................................6 2.2绩效管理的定义和特点...............................................................................................6 2.2.1绩效管理的定义.................................................................................................6 2.2.2绩效管理的特点.................................................................................................6 2.3绩效管理的方法...........................................................................................................7 2.3.1平衡记分卡法.....................................................................................................7 2.3.2关键绩效指标法.................................................................................................8 2.3.3目标管理法.........................................................................................................9 2.4绩效管理方法的选择.................................................................................................11 第3章HG公司现存绩效管理问题分析..............................................................................14 3.1HG公司概况...............................................................................................................14 3.1.1HG公司的基本情况.........................................................................................14 3.1.2HG公司的组织结构及人员.............................................................................14 3.2HG公司绩效管理现状...............................................................................................15 3.2.1HG公司绩效管理内容.....................................................................................15 3.2.2HG公司绩效管理工作遵循的原则.................................................................16 3.2.3HG公司绩效管理问卷调查.............................................................................16 3.3HG公司绩效管理面临的问题...................................................................................18 3.3.1对绩效考核的概念不够清晰明确...................................................................18 IV 3.3.2未将战略目标和绩效管理联系在一起...........................................................19 3.3.3绩效考核指标不够明确...................................................................................19 3.3.4绩效计划不科学...............................................................................................19 3.3.5缺少绩效辅导、沟通环节...............................................................................20 3.3.6公司缺乏管理绩效考核的反馈机制...............................................................20 3.3.7缺乏对考核结果的正确应用...........................................................................20 3.4HG公司绩效管理中存在问题的原因分析........................