中文摘要
海航集团近年来的多元化发展战略遭受了巨大挫折，在破产重整之后，集团重
新确立了以航空主业为核心业务的发展战略。但是，集团目前的空乘人员绩效评价
体系仍沿用了之前的管理模式，在集团发展战略调整的背景下，该评价体系的优化、
调整势在必行，而基于平衡计分卡的空乘人员战略绩效评价体系是比较可行的方法。
在本文中主要研究了海航集团 H分公司的空乘人员战略绩效评价体系的优化
方法与思路、过程、结果等。在研究中首先简要介绍了航空公司战略绩效评价的基
本概念、平衡计分卡理论，并对国内外近年来的战略绩效管理与评价的相关研究文
献进行综述。在此基础上，对 H分公司的企业战略、组织结构及空乘人员概况进行
整理介绍，并详细分析和研究了公司现行的空乘人员绩效评价体系，通过问卷调查
的方法分析了其中存在的问题，包括战略管理思维和认知不足、评价指标不合理、
评价管理流程不科学等。随后，基于平衡计分卡理论对 H分公司的空乘人员战略绩
效评价体系进行优化和设计，通过分析和细化公司的战略目标，按平衡计分卡划分
为财务、客户、内部流程、学习成长 4个维度，并绘制战略地图。在此基础上，按
空乘人员的岗位职责与公司战略地图，分析和设计具体的评价指标，通过层次分析
法和专家调查法设计评价指标的权重，得到了战略绩效评价体系的指标及权重。同
时，针对空乘人员战略绩效评价的组织、实施、沟通、指导及结果应用等进行设计
与分析，从而得到最终的设计结果。最后，从集团层面和分公司层面分析 H分公司
空乘人员战略绩效评价体系应用的保障措施。
本文设计和研究的空乘人员战略绩效评价体系能够与海航集团与 H分公司的
发展战略目标进行结合，同时利用平衡计分卡理论从财务、客户、内部流程、学习
成长 4个维度进行综合、平衡的绩效评价，与公司现行的空乘人员战略绩效评价体
系相比，其评价指标体系更为合理、评价流程更为科学，可以为 H分公司在发展战
略调整之后的空乘人员绩效评价管理工作提供有效的支持，同时对国内其他航空企
业也有一定的参考意义和价值。
关键词：航空企业；空乘人员；战略绩效；平衡计分卡

ABSTRACT
Hainan Aviation Group's diversified development strategy has suffered
tremendous setbacks in recent years. After bankruptcy and reorganization,
the group has re-established its development strategy with aviation as its
core business. However, the group's current flight attendant performance
evaluation system still uses the previous management model. In the context
of the adjustment of the group’s development strategy, the optimization and
adjustment of the evaluation system is imperative. The flight attendant
strategic performance evaluation system based on the balanced scorecard is
a more feasible method.
The optimization methods, ideas, processes and results of the flight
attendant strategic performance evaluation system of Hainan Aviation Group
H Branch is studied mainly. In the research, the basic concepts of aviation
strategic performance evaluation and the theory of balanced scorecard is
briefly introduced firstly, and summarizes the relevant research literature on
strategic performance management and evaluation at home and abroad in
recent years. On this basis, the corporate strategy, organizational structure
and flight attendants profile of H branch are organized and introduced, and
the company's current flight attendant performance evaluation system is
analyzed and studied in detail. Through the questionnaire survey method,
the existing problems are analyzed, including insufficient strategic

management thinking and cognition, unreasonable evaluation indicators, and
unscientific evaluation management processes. Subsequently, based on the
balanced scorecard theory, the H branch’s flight attendant strategic
performance evaluation system was optimized and designed. Through the
analysis and refinement of the company’s strategic goals, the balanced
scorecard was divided into finance, customers, internal processes, and
learning and growth. 4 dimensions, and a strategic map is drawed. On this
basis, according to the flight attendants’ job responsibilities and the
company’s strategic map, specific evaluation indicators were analyzed and
designed, and the weights of evaluation indicators were designed through
the analytic hierarchy process and expert survey methods, and the indicators
and weights of the strategic performance evaluation system were obtained.
At the same time, the organization, implementation, communication,
guidance and result application of flight attendant strategic performance
evaluation is designed and analyzed, so as to obtain the final design result.
Finally, the safeguard measures applied by the flight attendant strategic
performance evaluation system of the H branch is analyzed from the group
level and the branch level.
The flight attendant strategic performance evaluation system designed
and studied in this paper can be combined with the development strategic
goals of Hainan Aviation Group and H Branch. At the same time, the
balanced scorecard theory is used to conduct comprehensive and balanced
。。。以下略