大连理工大学专业学位硕士学位论文
摘
要
近年来随着软件行业的飞速发展，国内外软件企业竞争激烈。如何根据实际情况构
建合理的绩效考核体系是企业发展的重要课题。D公司作为世界 500强之一的日本企业
在中国设立的唯一子公司，受国内外行情影响面临着新的机遇与挑战。科学的绩效考核
体系是落实企业战略目标、提高企业核心竞争力的关键。随着公司发展进程的推进，D
公司现行的考核体系不能完全满足现阶段的发展需求，针对存在的问题，绩效考核体系
有待优化。
D软件公司已经由创始的初期阶段进入到发展的中期阶段，但公司的绩效考核体系
仍沿用初期导入的日本母公司的考核体系。通过对 D软件公司现行的绩效考核体系进行
研究，发现其战略目标执行不到位，周期繁琐低效，基于考核结果拟定的薪资调整的方
式会引起员工不满等问题。本文通过访谈以及问卷调查的方法对相关问题进行剖析，发
现考核目标没有结合公司战略目标、考核方法单一指标模糊、考核周期设置不合理，评
价沟通不规范、考核结果应用不全面是造成绩效考核相关问题的主要原因。
结合期望理论和需求理论，运用绩效考核原则，本文提出了以平衡计分卡和战略目
标为参照的关键绩效指标，采用战略地图对战略目标进行层层分解，考核过程中将自上
而下与自下而上相结合并逐级落实，确保公司战略目标与个人目标紧密关联。并且对照
公司实际业务的合同期间和日本年度计划对绩效考核周期进行精简调整，规范绩效考核
沟通与反馈流程，增加考核结果在薪资调整中降职降薪的惩罚措施等优化思路和具体的
解决措施。最后，在加强绩效考核相关人员培训的基础上，建立健全的绩效考核管理体
系，为优化后的考核体系的顺利推进提供进一步保障。
实际应用中，D公司绩效考核体系的优化，不但对公司自身发展起到了积极的促进
作用，而且给同类型企业绩效考核模式的改进提供了一定的参考。
关键词：软件公司；绩效考核；考核体系
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D软件公司绩效考核体系优化研究
Research on Optimization of Performance Appraisal System of D
Software Company
Abstract
With the rapid development of software industry in recent years, domestic and foreign
software enterprises are in fierce competition. How to build a reasonable performance
appraisal system according to the actual situation is an important issue for enterprise
development. As the only subsidiary of one of the world's top 500 Japanese companies in
China, Company D is facing new opportunities and challenges under the influence of
domestic and international market. A scientific performance appraisal system is the key to
implement the strategic goals of the company and improve the core competitiveness of the
company. As the development process of the company advances, the current appraisal system
of Company D cannot fully meet the development needs at this stage and the performance
appraisal system needs to be optimized.
D Software Company has entered the middle stage of development from the initial stage
of its foundation, but the performance appraisal system of the company still follows the
appraisal system of the Japanese parent company introduced at the initial stage. Through the
study on the current performance appraisal system of D Software Company, we found that the
implementation of its strategic objectives is not in place, the appraisal results are general and
one-sided, the cycle is cumbersome and inefficient, and the salary adjustment based on the
appraisal results will cause employee dissatisfaction. This thesis analyzes the relevant
problems through interviews and questionnaires, and finds that the assessment objectives are
not combined with the company's strategic objectives, the assessment method is single with
vague indicators, the assessment cycle is unreasonably set, the evaluation communication is
not in place and the application of assessment results is not comprehensive are the main
reasons for the problems related to performance appraisal.
Combined with the expectation theory and demand theory, applying performance
appraisal principles, this thesis proposes optimization ideas and specific solution measures
such as using balanced scorecard and strategic objectives as reference key performance
indicators, and adjusting performance appraisal cycle against the actual business contract
period of the company and Japanese annual plan, standardize performance appraisal
communication and feedback process, and establish penalty measures of demotion and salary
reduction by adding appraisal results in salary adjustment. Finally, on the basis of
strengthening the training of performance appraisal related personnel, strengthen the
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大连理工大学专业学位硕士学位论文
performance appraisal management system to provide further guarantee for the smooth
promotion of the optimized appraisal system. In practical application, the optimization of the
performance appraisal system of Company D not only plays a positive role in promoting the
company's own development, but also provides a certain reference for the improvement of the
performance appraisal mode of the same type of enterprises.
Keywords: Software Company; Performance Appraisal; Assessment System
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