C市政公司项目经理绩效考核方案优化设计
Optimized design of performance appraisal program for project of
Municipal Company C
Abstract
Competition among construction companies has become increasingly fierce as the
industry adjusts its structure and reduces capacity. In order to meet the market demand, as a
traditional infrastructure construction enterprise, the strategic transformation of Municipal
Company C is imperative. After the transformation, the organization has undergone major
changes, and the operation mode has undergone many changes, which also leads to the major
adjustment of the responsibilities of the core position -- project manager. These changes and
adjustments result in the mismatch between the original project manager's performance
appraisal scheme and the current enterprise management situation. Therefore, this paper
optimizes the project manager's performance appraisal scheme of Municipal Company C.
In this paper, the project manager position as the research object, the actual situation of
its performance appraisal has been deeply studied. Collect the responsibility scope of project
manager position, assessment content and process, assessment indicators and feedback
mechanism of Municipal Company C. Combined with relevant theories, the problems existing
in project manager performance assessment are analyzed one by one. There are three key
problems: poor strategic relevance, imperfect performance indicators and imperfect
communication and feedback mechanism. To hold the characteristic of C municipal
corporation is in the midst of the strategic transition, and in view of the existing in the
assessment of the related problems, analyses the advantages and disadvantages of various
performance appraisal methods, selection of using the BSC theory and research achievements
of research scholars at home and abroad, according to the BSC in the financial, customer,
internal business, learning and growth four dimensions, The original performance appraisal
scheme has been optimized and adjusted. Therefore, a method based on BSC performance
appraisal scheme for project manager position is designed, which can effectively strengthen the
connection between the performance appraisal and corporate strategy, better match the current
management status and needs of the enterprise, and promote the smooth achievement of the
strategic goals of the enterprise.
Based on the method of BSC, the strategic map of the company is planned according to the
enterprise strategy from the four dimensions of finance, customer, internal process, learning
and growth. The strategic intention is implemented to the project level. The strategic objectives
are decomposed into the assessment objectives of the project manager. In this way, the
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大连理工大学专业学位硕士学位论文
relationship between project manager assessment and strategy is enhanced, and the
performance assessment indicators of project managers are improved through the analysis of
various dimensions. In view of the imperfect communication and feedback mechanism, the
purpose and nature of performance appraisal feedback are clarified again, and the content of
performance appraisal feedback is formulated according to the actual situation of the company.
To interview as the main methods of assessment and feedback, and further make the reasonable
optimization, increase in performance feedback mechanism was investigate employee
interview guidance of superior leadership performance evaluation mechanism, this can be
counterproductive to managers, allow them to pay more attention to work performance
appraisal feedback, make performance improvement more targeted improvement plan and
supervise the implementation, Ensure the effective implementation of project manager
performance appraisal program of Municipal Company C.
Key Words：Performance management; project managers; municipal company
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C市政公司项目经理绩效考核方案优化设计
目 录
摘 要.............................................................................................................................I
Abstract ............................................................................................................................. II
1 绪论.............................................................................................................................. 1
1.1 研究背景与问题提出....................................................................................... 1
1.1.1 研究背景................................................................................................ 1
1.1.2 问题提出................................................................................................ 2
1.2 研究目的与意义............................................................................................... 3
1.2.1 研究目的................................................................................................ 3
1.2.2 研究意义................................................................................................ 3
1.3 研究内容与研究方法....................................................................................... 4
1.3.1 研究内容................................................................................................ 4
1.3.2 研究方法................................................................................................ 5
1.4 文献综述........................................................................................................... 6
1.4.1 国外研究现状........................................................................................ 6
1.4.2 国内研究现状........................................................................................ 7
2 相关理论与方法.......................................................................................................... 9
2.1 绩效相关理论概述........................................................................................... 9
2.1.1 绩效........................................................................................................ 9
2.1.2 绩效管理.............................................................................................. 10
2.1.3 绩效考核.............................................................................................. 10
2.1.4 绩效考核作用...................................................................................... 10
2.1.5 绩效考核体系...................................................................................... 11
2.2 绩效考核常用方法......................................................................................... 11
2.2.1 目标管理法.......................................................................................... 11
2.2.2 目标与关键结果法.............................................................................. 13
2.2.3 360度绩效考核法............................................................................... 13
2.2.4 关键绩效指标法.................................................................................. 14
2.2.5 平衡记分卡.......................................................................................... 15
2.2.6 常用绩效考核办法间的比较.............................................................. 17
3 C市政公司项目经理绩效考核现状介绍及问题分析 ............................................ 19
3.1 公司概况......................................................................................................... 19
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