II 摘要 企业想要在激烈的市场竞争中脱颖而出，拥有核心竞争力当属第一手段，而所谓的 核心竞争力不是来自于土地、设备与资金等“死要素”，而是来自于人才这样的“活要素”。 随着我国市场经济体制的逐步完善，现代化企业管理制度逐渐普及，企业管理者越来越 多地关注员工绩效考核对企业发展的重要作用。但是我国现代化企业制度发展较晚，对 人力资源管理也不够重视，而人力资源是企业拥有的第一大资源，是企业形成核心竞争 力的主要因素，所以研究企业绩效考核的发展和调动员工积极性具有十分重要的实践意 义和现实意义。 ZJ公司管理的员工数量较多，员工绩效考核与管理的难度不断加大，传统的粗放式 和高成本的员工绩效考核体系已经不再适用，急需优化员工绩效考核体系来改善滞后的 管理现状。对ZJ公司现有实施的员工绩效考核管理体系进行梳理，同时通过问卷调查、 统计和分析问卷数据的方式来分析现有绩效考核管理存在的问题，并分析ZJ公司员工绩 效考核管理存在问题的原因。研究结果显示：ZJ公司的绩效考核体系存在未融入公司发 展目标、忽略员工经济绩效贡献、过度重视个人品德形象、缺乏量化指标、结果不够客 观公正、公司不重视员工绩效考核、考核周期过长、绩效考核结果未充分利用、反馈机 制不健全等问题，经分析，存在这些问题的主要原因在于考核指标未体现目标导向性原 则、企业高层不够重视、考核结果关联度不高、缺乏人力资源管理专业人员等。 本文通过研究ZJ公司员工绩效考核管理的现状，探索出一套适合ZJ公司发展实际 情况的员工绩效考核体系。绩效考核体系不仅增加了较多量化指标、提高经济绩效指标 的权重，还给出每一项指标的测评标准、缩短考核周期，建立了绩效反馈与申诉制度等， 能够在较大程度上克服已有问题。要良好实施这一套绩效考核体系，还提出了建立高效 的绩效考核组织、建立完善的考核者培训制度与激励制度、实行客观和量化考核提高效 率、塑造良好的企业文化等保障措施。 关键词：ZJ公司；绩效考核；关键绩效指标 论文类型：应用研究 英文摘要 III Abstract If enterprises want to stand out in the fierce market competition, it is the first means to have core competitiveness, and the so-called core competitiveness does not come from "dead elements" such as land, equipment and funds, but from "living elements" such as talents. With the gradual improvement of China's market economic system and the gradual popularization of modern enterprise management system, enterprise managers pay more and more attention to the important role of employee performance appraisal in the development of enterprises. However, the development of modern enterprise system in our country is relatively late, and we do not pay enough attention to human resource management, and human resource is the largest resource owned by enterprises and the main factor for enterprises to form their core competitiveness. it is of great practical and practical significance to study the development of enterprise performance appraisal and mobilize the enthusiasm of employees. The number of employees managed by ZJ Company is increasing, and the difficulty of employee performance appraisal and management is also increasing. The traditional extensive and high-cost employee performance appraisal system is no longer applicable. This paper combs the existing employee performance appraisal management system implemented by ZJ Company, and analyzes the existing problems in the existing performance appraisal management by designing questionnaires, statistics and analyzing the questionnaire data, and analyzes the causes of the problems existing in the employee performance appraisal management of ZJ Company.The results show that there are obvious problems in the performance appraisal system of ZJ Company, such as not attaching importance to employee performance appraisal, not being objective and impartial, imperfect feedback mechanism, integrating performance appraisal into the company's development goals, ignoring employees' economic performance contribution, lack of quantitative indicators, ignoring the assessment perspective of external third parties, paying too much attention to personal moral image, too long assessment cycle, underutilization of performance evaluation results and so on. The main reasons for these problems are that the assessment indicators do not reflect the goal-oriented principle, the senior management of enterprises do not pay enough attention, the correlation degree of assessment results is not high, the lack of human resource management professionals and so on. 英文摘要 IV By studying the current situation of employee performance appraisal management in ZJ Company, this paper explores a set of employee performance appraisal system which is suitable for the actual development of ZJ Company. In order to further optimize the performance appraisal system of ZJ Company and play an incentive role, this paper re-sets up the performance appraisal index system, which not only adds more quantitative indicators and increases the weight of economic performance indicators, but also gives the evaluation criteria of each index, shortens the assessment cycle, and establishes a performance feedback and appeal system, which can overcome the existing problems to a large extent. And think that it is necessary to implement this set of performance appraisal system well, this paper puts forward some safeguard measures, such as establishing an efficient performance appraisal organization, establishing a perfect examiner training system and incentive system, implementing objective and quantitative assessment to improve efficiency,shaping a good corporate culture, and so on. Key words: ZJ company; performance appraisal; key performance index Thesis: Application research 目 录 V 目 录 第一章 绪 论 ........................................................................................................................... 1 1.1 研究背景 ....................................................................................................................... 1 1.2 研究目的和意义 ........................................................................................................... 1 1.2.1研究目的 .............................................................................................................. 1 1.2.2研究意义 .............................................................................................................. 2 1.3 国内外研究现状 ........................................................................................................... 2 1.3.1国外研究现状 ...................................................................................................... 2 1.3.2国内研究现状 ...................................................................................................... 5 1.4 研究内容和方法 ........................................................................................................... 8 1.4.1 研究内容 ............................................................................................................. 8 1.4.2 研究方法 ............................................................................................................. 8 第二章 绩效考核相关理论 ....................................................................................................... 9 2.1 绩效与绩效考核概念 ................................................................................................... 9 2.2 绩效考核常用的方法 ................................................................................................... 9 2.2.1 关键绩效指标考核法（KPI） ........................................................................... 9 2.2.2 目标管理法（MBO） ...................................................................................... 10 2.2.3 360度考核法 ..................................................................................................... 11 2.3 确定权重常用的方法 ................................................................................................. 11 2.3.1 层次分析法 ....................................................................................................... 11 2.3.2 德尔菲法 ........................................................................................................... 13 第三章 ZJ公司员工绩效考核现状及问题分析 ..