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2021年 12月 6日
2021年 12月 6日
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摘要
摘要
当前，新冠肺炎疫情仍在全球范围内蔓延，世界经济形势更加严峻复杂。国内
疫情防控取得重大突破，经济稳步恢复，长期向好，发展韧性强劲，但发展不稳固
不均衡问题依旧突出。自改革开放以来，中小型企业成为了中国经济的重要支柱，
但在当前经济冲突下，企业要想在市场中占领一定份额，就要想方设法改善企业内
部环境，提高核心能力。而制定一套完善的绩效考核体系，可以最大程度地激发员
工工作热情，这是企业保持核心能力、维持顽强生命力的重要因素之一，因此，建
立一套科学有效的绩效考核体系是非常必要的。
本论文以 T液压件公司（以下简称 T公司）作为实证研究对象，通过发放调查
问卷、面对面访谈两种研究方法，直面员工和管理者内心，切实了解公司不同层面
的个体对绩效认知、绩效实施以及绩效结果反馈等情况的满意度，并对调查问卷和
访谈内容做了深度剖析，整理并总结了企业绩效管理存在的主要症结是：绩效管理
制度脱离实际、绩效考核指标的设计有局限性、申诉机制不完善、绩效结果运用过
于单一等问题。针对 T公司现行绩效考核体系存在的问题所在，作者在对比了关键
绩效指标考核法、平衡计分卡法、目标管理法、目标和关键结果法、360绩效考评反
馈法五种常用的绩效考核方法的优缺点，和对 T公司的适用性后，最终选用关键绩
效指标考核法和平衡计分卡法相结合的方法来进行 T公司的绩效考核，建立了公司
级、部门级、员工级考核指标，通过专家经验法得出各级指标的权重分配，结合面
谈沟通和绩效反馈环节，提出了全新的绩效考核体系。从组织保障、机制保障、信
息化系统保障和环境保障四方面的配套保障措施，全方位地保证该套绩效考核体系
得以落地推行，并有效实施。
关键词绩效考核；KPI；BSC；优化；保障
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Abstract
Abstract
As COVID-19 continues to spread across the earth, the global economic situation has
become more challenging and complex. Major breakthroughs have been made in the
prevention and control of the epidemic in China, and the economy has recovered steadily
and maintained long-term momentum. However, uneven and unbalanced development
remains a serious problem. Since the reform and opening up, small and medium-sized
enterprises have become an important pillar of China's economy. However, under the
current economic conflict, enterprises must try every means to improve their internal
environment and enhance their core capabilities if they want to occupy a certain share in
the market. The establishment of a set of perfect performance appraisal system can
stimulate the enthusiasm of employees to the greatest extent, which is one of the important
factors for enterprises to maintain core competence and tenacious vitality. Therefore, it is
very necessary to establish a set of scientific and effective performance appraisal system.
This paper by T hydraulic parts company (hereinafter referred to as the T company)
as empirical research object, through questionnaires, face to face interview, two kinds of
research methods, which inner real satisfaction of different level of the individual with the
result of cognitive performance, the implementation of performance, performance
feedback, and so on, and analyse deeply of questionnaires and interviews. The main
problems of enterprise performance management are sorted out and summarized as
follows: performance management system divorced from reality, performance assessment
indicators have limitations, appeal mechanism is not perfect, the use of performance
results is too single and so on. In view of the problems existing in the current performance
appraisal system of T Company, the author compares the advantages and disadvantages of
five commonly used performance appraisal methods, including key performance indicator
appraisal method, balanced scorecard method, objective management method, objective
and key results method and 360 performance appraisal feedback method, and their
applicability to T Company. Eventually selects the key performance index evaluation
method and the balanced scorecard method approach to T company's performance
appraisal, set up the corporate level, departmental level, staff appraisal indicators, through
expert experience method for various indicators of weight distribution, combining
communication and interview performance feedback link, put forward the new
performance appraisal system. From the organization guarantee, mechanism guarantee,
III
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