伴随着我国经济社会发展和事业单位分类改革工作的推进，全国地勘行业迎来了事 转企的改革高潮。X 省地矿集团作为地勘单位改革的一面旗帜，在地勘单位体制改革中 走在了全国前列。但其原有的人力资源管理体制陈旧、效能不高，在体制改革过程中对 人力资源管理变革的重视程度不够，绩效管理问题重重，已经不能适应转企后单位改革 发展的需要。如对绩效管理缺乏认知、考核指标设置不合理以及员工参与度低等，尤其 是在目前地勘行业进入衰退期的整体环境下，出现了人力资源管理水平滞后和高端人才、 技术性人才流失等现象。 本文重点分析了现代绩效管理工具和最新的绩效理论研究成果，进行系统的抽样问 卷调查，结合对相关案例的借鉴等多种方法对 X 省地矿集团公司员工绩效管理进行了 详细的研究和分析。首先，对 X 省地矿集团公司基本情况、组织架构情况、人员结构 情况、员工收入情况进行系统分析，并就 X 省地矿集团公司员工绩效管理体系、考核 实施、考核反馈及考核结果应用情况深入研究。其次，结合 X 省地矿集团公司绩效管 理的实际情况，对其绩效指标设置、绩效考核管理、绩效考核反馈、绩效管理应用四方 面内容开展调查问卷，并将收集回来的对 X 省地矿集团公司员工绩效管理的评价数据 进行整理、归纳和系统分析，研究公司在人力资源绩效管理操作中出现的各种困难与问 题，从而有针对性的提出意见建议以及与公司实际相结合的对策措施。第三，系统研判 人力资源绩效管理的各个阶段，从计划、实施、考核、反馈、应用六个环节，引入了符 合单位特点的 360 度管理办法和 KPI 平衡记分卡管理办法，并细化相关措施，确保考核 方案可量化、可操作。最后，从组织领导、舆论宣传、顶层设计、实施督导、客观公正、 公开透明等方面，细化了绩效管理方案的保障措施，确保方案的落地实施。本文的研究 成果不仅可以指导 X 省地矿集团员工绩效管理体系优化提升，而且对相关行业的绩效 管理优化工作有一定的参考作用。 关键词：地矿集团；事转企；绩效管理；HRBP 管理模式III Abstract With China's economic and social development and the promotion of the reform of public institutions classification, the national geological exploration industry ushered in the reform climax of business to enterprise. As a banner of the reform of geological exploration units, X Geology and Mining Group CO.,Ltd is in the forefront of the whole country in the reform of geological exploration unit system. However, its original human resource management system is outdated and inefficient. In the process of system reform, it does not pay enough attention to the reform and reform of human resource management, and there are many problems in performance management, which can no longer meet the needs of reform and development of the unit after transferring to enterprise. For example, the lack of awareness of performance management, unreasonable setting of assessment indicators and low staff participation, especially in the overall environment of geological exploration industry entering the recession period, there are some phenomena such as the lagging of human resource management level and the loss of high-end talents and technical talents. In promoting the separation of business and enterprise, geological exploration units need to gradually establish an enterprise management system. As the key point of enterprise management, performance management has attracted the attention of all employees. This paper focuses on the analysis of modern performance management tools and the latest performance theory research results, conducts a systematic sampling questionnaire survey, and conducts a detailed study and analysis of the performance management of employees in X Geology and Mining Group CO.,Ltd by referring to relevant cases and other methods. First of all, the basic situation, organizational structure, personnel structure and employee income of X Geology and Mining Group CO.,Ltd are systematically analyzed, and the performance management system, assessment implementation, assessment feedback and application of assessment results of X Geology and Mining Group CO.,Ltd are deeply studied. Secondly, combining with the actual situation of X province geological mining group company performance management, and set the performance indexes, performance appraisal management, performance appraisal feedback, application performance management four aspects to carry out the questionnaire, and will be collected from the geological mining groupIV company employee performance management of X province evaluation data sorting, induction and system analysis, research the company in human resources performance management in the operation of all kinds of difficulties and problems, and targeted propose opinions and countermeasures combined with the reality of each company. Thirdly, it systematically studies and evaluates the various stages of HUMAN resource performance management. From the six links of planning, implementation, assessment, feedback and application, it introduces the 360-degree management method and KPI BALANCED scorecard management method that are in line with the characteristics of the unit, and details relevant measures to ensure that the assessment scheme can be quantified and operated. Finally, from the organization and leadership, publicity, top-level design, implementation supervision, objective and fair, open and transparent and other aspects, refined the performance management plan of the guarantee measures, to ensure the implementation of the plan. The research results of this paper can not only guide the optimization and improvement of the employee performance management system of X Province geological and mining Group, but also provide a certain reference for the optimization of performance management of relevant industries. Key words: Geology and Mining Group CO.,Ltd; Transition from public institution to enterprise; Performance management; HRBP management modelV 目 录 第一章 绪论...1 1.1 选题背景及意义..............1 1.1.1 选题背景................1 1.1.2 研究意义................3 1.2 国内外文献综述..............5 1.2.1 国外文献综述........5 1.2.2 国内文献综述........6 1.2.3 文献评述................9 1.3 研究的方法和思路..........9 1.3.1 研究方法................9 1.3.2 研究思路和主要内容.........................10 1.3.3 论文结构和研究框架.........................10 1.4 创新点和不足................12 1.5 本章小结........................13 第二章 绩效管理相关概念和理论基础.................. 14 2.1 绩效管理的相关概念....14 2.1.1 绩效的概念..........14 2.1.2 绩效的特性..........14 2.1.3 绩效管理的概念..15 2.2 绩效管理工具与理论基础...........................15 2.2.1 关键绩效指标（KPI）理论..............15 2.2.2 平衡计分卡（BSC）理论.................16 2.2.3 360 度绩效考核理论...........................17 2.3 绩效管理的流程............18 2.3.1 绩效计划..............19 2.3.2 绩效实施..............19 2.3.3 绩效考核..............19 2.3.4 绩效反馈..............19 2.3.5 绩效应用..............19 2.4 本章小结........................20 第三章 X 省地矿集团公司员工绩效管理现状分析..............................21 3.1 X 省地矿集团公司概况.21 3.1.1 公司基本情况......21 3.1.2 公司组织架构情况.............................21VI 3.1.3 公司人员结构情况..............................22 3.1.4 公司员工收入情况.............................24 3.1.5 公司主要业务及运营特点.................24 3.2 X 省地矿集团公司员工绩效管理现状.....25 3.2.1 绩效管理体系......25 3.2.2 绩效考核实施......25 3.2.3 绩效考核反馈......26 3.2.4 考核结果应用......27 3.3 本章小结........................27 第四章 X 省地矿集团公司绩效管理存在问题调查及分析..................28 4.1 开展员工问卷调查........28 4.1.1 问卷调查描述......28 4.1.2 问卷调查结果统计分析.....................28 4.2 绩效管理存在的问题....37 4.2.1 绩效计划阶段......37 4.2.2 绩效指标设置......38 4.2.3 绩效实施阶段......38 4.2.4 绩效考核阶段......39 4.2.5 绩效反馈阶段......39 4.2.6 绩效应用阶段......40 4.3 本章小结........................40 第五章 X 省地矿集团绩效管理体系优化方案.......41 5.1 绩效管理优化设计原则41 5.2 绩效管理优化设计思路42 5.2.1 基于整体战略设计绩效管理体系.....42 5.2.2 建立人力资源业务合作伙伴制度.....42 5.2.3 平衡计分卡管理方法和 360 度考核方法........................43 5.3 绩效管理优化设计方案43 5.3.1 建立符合地勘单位特点的 HRBP 管理模式...................43 5.3.2 优化绩效管理计划.......................