摘
要
近年来随着我国经济的飞速发展和人民生活水平的不断提高，我国旅游景区数量
和规模也随之快速扩张，使得旅游景区的市场竞争日益激烈。旅游景区的市场市场竞
争归根究底是服务与人才的竞争，与从业人员服务水平与效率息息相关的绩效管理对
其市场竞争具有直接影响。然而，我国关于旅游景区绩效管理的相关研究严重落后于
旅游景区的快速发展现状。因此，研究并优化旅游景区的绩效管理，对于提升从业人
员的服务水平，进而提升景区的经营绩效，同时丰富现有研究文献具有积极指导意义。
本文将通过分析J文化旅游景区现阶段的绩效管理找寻其存在的问题，进并提出
相应的改进优化策略。本文将基于人力资源管理、绩效管理的相关理论，对J文化旅
游景区进行全面的绩效指标优化设置。为了使研究更有针对性，笔者将组织相关人员
就绩效管理的核心问题，进行问卷调查、访谈、交流，通过问卷分析、面谈反馈的信
息结果，对景区现有绩效管理存在的问题进行系统分析和总结，并在此基础上，针对
J文化旅游景区绩效管理存在的问题提出具体改进措施，充分满足景区发展目标，有
效利用KPI方法将景区发展目标显性化，再分解景区战略目标、经营计划和管理目标，
确定景区整体、各职能部门和员工岗位的KPI关键绩效指标。通过建立KPI指标及相
应的评价标准，形成景区KPI绩效指标数据库，把它作为绩效评估标准，然后根据景
区实际情况进行指标调整和完善，建立和完善实施流程。最后探讨所提出的优化措施
所对应的实施保障体系的建立。
关键字：景区；绩效管理；平衡计分卡；关键绩效指标
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Abstract
In recent years, with the rapid development of China's economy and the continuous
improvement of people's living standards, the number and scale of China's tourist
attractions have also expanded rapidly, making the market competition of tourist attractions
increasingly fierce. In the final analysis, market competition in tourist attractions is the
competition between services and talents. Performance management, which is closely
related to the service level and efficiency of employees, has a direct impact on market
competition. However, there are no more than 5 research literatures on performance
management of tourist attractions in China, and the relevant research seriously lags behind
the rapid development status of tourist attractions. Therefore, studying and optimizing the
performance management of tourist attractions has positive guiding significance for
improving the service level of practitioners, thereby improving the operating performance
of the scenic area, and enriching the existing research literature. This article will find out its
existing problems by analyzing the current performance management of J culture tourist
attractions, and then propose corresponding improvement and optimization strategies.
Based on the related theories of human resource management and performance
management, this paper will make a comprehensive performance index optimization setting
for J culture tourist attractions. In order to make the research more pertinent, the author will
organize relevant personnel to conduct questionnaire surveys, interviews, and exchanges on
the core issues of performance management. Through questionnaire analysis and interview
feedback, the author will systematically analyze the existing problems of performance
management in the scenic area. And on this basis, specific improvement measures are
proposed to address the problems in the performance management of J Cultural Tourism
Scenic Spots, fully meet the development goals of the scenic spots, effectively use KPI
methods to make the development goals of the scenic spots explicit, and then decompose
the strategic objectives and business plans of the scenic spots And management objectives,
determine the KPI key performance indicators for the entire scenic area, various functional
departments and employee positions. Through the establishment of KPI indicators and
corresponding evaluation standards, a database of scenic KPI performance indicators is
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formed, which is used as a performance evaluation standard, and then the indicators are
adjusted and improved according to the actual situation of the scenic area, and the
implementation process is established and improved. Finally, the establishment of the
implementation guarantee system corresponding to the proposed optimization measures is
discussed.
KEY WORDS:Scenic spots; Performance management; Balanced scorecard; Key
performance indicators
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