大连理工大学专业学位硕士学位论文
摘
要
在“VUCA”成为新常态的今天，“云物大智移”共同驱动并加速 DT新世界的到
来。呼叫中心（客户服务中心）在这样的大环境及科技发展的带动下，在短短二十年间，
从无到有在世界范围内蓬勃发展。呼叫中心作为成本中心，降低成本是管理者一直需要
思考的课题。而服务质量与员工满意度更是衡量一个呼叫中心运营状况的重要指标。为
了实现三者的平衡，一套科学的、合理的绩效管理是不能缺少的。好的绩效管理不但能
够激发员工的工作热情，提高员工满意度，提高绩效，还能间接的节约成本，由此可见，
绩效管理对于呼叫中心是非常重要的。
本文基于在 H公司对日呼叫中心从事多年管理职位的管理经验为基础，参考了主流
绩效管理理论和方法，对公司当前绩效管理中存在的问题进行了研究。首先，通过问卷
调查，文献研究等方法对现行的绩效管理进行评估，客观地验证了改善本文研究对象的
绩效管理的必要性以及其中存在的问题：关键绩效指标过多、数据分散、绩效反馈不及
时以及高绩效导向不明显。其次，针对问题的原因进行了分析：缺乏关键指标的取舍以
及岗位关键指标细分、缺乏统一的数据管理、绩效评估周期长以及绩效激励体制不健全。
再次，针对原因逐一制定解决方案：明确目标及各级关键绩效指标、搭建绩效管理平台、
优化绩效评估周期及反馈、健全绩效激励制度。最后，为进一步确保研究对象新的绩效
管理落实到位，评估了可能面临的问题：能否顺利建立管理平台、新的绩效管理能否贯
彻执行、高绩效文化能否顺利建立。作为对策，从确保平台的建立、监督与落实人才培
养、通过学习建立文化等多个方面，构成一个多元化的保障体系。
本文的研究目的在于，使员工对自身的绩效有更加清晰、直观的认识，以绩效考核
为导向不断提高、完善自我，从而使整个团队目标明确，并能够可持续健康发展。本文
的研究意义在于，通过管理实践与理论相结合，对 H公司对日呼叫中心的绩效管理现状
进行深入的分析，找到问题的本质所在，并建立一套科学完整的新绩效管理提高员工的
绩效意识，提高公平性，从而提高整个部门的绩效水平。同时，也为完善整个离岸呼叫
中心行业的绩效管理提供借鉴的意义。
关键词：绩效管理；绩效考核 ; 呼叫中心
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H公司对日呼叫中心绩效管理研究
A Study on Performance Management of H Company Technical Support
Call Center for Japan
Abstract
Today, when "VUCA" has become the new normal, the "cloud intelligence shift" jointly
drives and accelerates the arrival of DT new world. Driven by such an environment and the
development of science and technology, the call center (customer service center) has flourished
all over the world in just 20 years. Call center as a cost center, reducing cost is a problem that
managers always need to think about. Service quality and employee satisfaction are important
indicators to measure the operation of a call center. In order to achieve the balance between the
three, a set of scientific and reasonable performance management can’t be lacking. It can not
only stimulate employees' work enthusiasm, improve employee satisfaction, improve
performance, but also indirectly save costs. Therefore, performance management is very
important for call center.
Based on my years of management experience in the company and referring to the
mainstream theories and methods, this thesis studies current system. Through questionnaire
survey, literature research and other methods, this thesis objectively evaluates the current
system, finds out the existing problems and improvement opportunities, and puts forward an
optimized scheme based on a series of theoretical basis. The performance management plan,
performance filing, establishment of reward and punishment mechanism, communication and
continuous and efficient performance counseling are adjusted to ensure the scientificity and
integrity of the new system. For the smooth implementation, I also think from all aspects, find
out the possible problems, and make corresponding plans one by one. The purpose of this thesis
is to make employees have a clearer and intuitive understanding of their own performance,
continuously improve themselves under the guidance of performance appraisal, so as to make
the goal of the whole team clear and sustainable and healthy development.
The significance of this thesis is that through the combination of management practice and
theory, deeply analyzes current situation, finds out the essence of the problem, establishes a set
of scientific and new system, improves employees' performance awareness and fairness, so as
to improve the performance level of the whole department. At the same time, it also provides
reference for improving the performance management of the whole call center industry.
Key Words：Performance management; Performance appraisal; Call Center
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大连理工大学专业学位硕士学位论文
目录
摘 要.............................................................................................................................I
Abstract ............................................................................................................................. II
1 概述.............................................................................................................................. 1
1.1 研究背景........................................................................................................... 1
1.2 研究目的与意义............................................................................................... 2
1.3 研究方法与内容............................................................................................... 2
1.4 研究现状........................................................................................................... 4
1.4.1 国外研究现状........................................................................................ 4
1.4.2 国内研究现状........................................................................................ 5
2 相关概念和理论.......................................................................................................... 7
2.1 绩效改进 BEM行为工程模型 ........................................................................ 8
2.2 绩效计划........................................................................................................... 9
2.2.1 绩效计划的原则.................................................................................... 9
2.2.2 绩效计划的程序.................................................................................. 10
2.3 绩效的实施与管控......................................................................................... 11
2.3.1 建立绩效档案...................................................................................... 11
2.3.2 奖惩机制的建立.................................................................................. 11
2.4 绩效评估......................................................................................................... 11
2.4.1 关键绩效指标法.................................................................................. 12
2.4.2 OKR法 ................................................................................................ 12
2.4.3 平衡记分卡法...................................................................................... 13
2.5 绩效反馈与改进............................................................................................. 13
2.5.1 绩效反馈的周期.................................................................................. 14
2.5.2 读懂绩效报告...................................................................................... 14
2.5.3 持续绩效改进...................................................................................... 14
3 H公司对日呼叫中心绩效管理现状与问题............................................................ 16
3.1 H公司对日呼叫中心现状............................................................................. 16
3.1.1 H公司概况.......................................................................................... 16
3.1.2 组织结构...................................