摘要
摘要
石油企业作为我国能源领域的重要型支柱产业，对各行各业和我国经济的发
展有着非常重要的影响。当今世界遭遇百年未有之大变局。受新冠肺炎疫情和俄
乌战争的双重影响，国际和国内油气市场变化剧烈，使得石油企业面临的竞争日
趋激烈化与白热化。而企业之间的竞争归根结底是人才的竞争，要想大浪淘沙的
市场竞争中获得优势，就必须要抓好人力资源管理。绩效管理作为人力资源管理
的核心，是企业持续发展的重要基石。优化企业的绩效管理，不仅能够有效激发
员工的积极性和主动性，提升组织绩效，而且可以提升企业的核心竞争力，进而
提高企业的战略地位。
本文以辽河油田公司 S采油厂为研究对象，以平衡计分卡、关键绩效指标和
目标管理法为理论依据，通过问卷调查法和访谈法，从绩效管理流程的五个方面
对辽河油田 S采油厂的绩效管理现状进行分析研究，发现当下S采油厂绩效管
理存在绩效计划的制定与企业的战略目标存在脱节的现象；绩效辅导与沟通匮
乏；考核操作上缺乏灵活性、没有根据不同岗位不同工种合理的设置绩效考核指
标；绩效评价走形式主义；绩效结果未得到有效应用等问题。
通过研究，结合S采油厂的实际情况，笔者认为S采油厂应对绩效管理给予
高度重视，结合企业总体战略目标和实际情况，制定科学的绩效管理计划和绩效
考核体系，设置合理的绩效考核指标，在绩效双方充分沟通的前提下进行绩效反
馈，并对绩效考评结果进行有效应用。对S采油厂绩效管理的优化，一方面可以
充分调动员工的工作热情和积极性，使员工在实现自我能力提升的同时又可以助
力S采油厂战略目标的实现；另一方面可以为其他存在绩效管理方面问题的企业
提供参考和应用。
关键词：石油企业；绩效考核；绩效管理；优化研究
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Abstract
Abstract
As an important pillar industry in China's energy field, oil enterprises have a very
important impact on all walks of life and the development of China's economy. Today
's world has suffered unprecedented changes in a hundred years. Affected by the COV
ID-19 epidemic and the Russo-Ukrainian War, the international and domestic oil and
gas markets have changed dramatically, making the competition faced by oil enterpris
es increasingly fierce and white-hot. In the final analysis, the competition between ent
erprises is the competition of talents. If you want to gain an advantage in the market c
ompetition, you must do a good job in human resources management. As the core of
human resources management, performance management is an important cornerstone
of the sustainable development of enterprises. Optimizing the performance manageme
nt of the enterprise can not only effectively stimulate the enthusiasm and initiative of
employees and improve organizational performance, but also improve the core compe
titiveness of the enterprise, thus improve the strategic position of the enterprise.
This paper takes the S oil production plant of Liaohe Oilfield Company as the res
earch object, takes the balanced scorecard, key performance indicators and goal mana
gement method as the theoretical basis, and analyzes and studies the performance man
agement status of Liaohe Oilfield S oil production plant from five aspects of the perfo
rmance management process through questionnaire survey method and interview met
hod.It is found that there is a disconnect between the formulation of the performance
plan of the S oil production plant and the strategic goals of the enterprise, the lack of p
erformance guidance and communication, the lack of flexibility in performance apprai
sal operation, the failure to reasonably set performance appraisal indicators according
to different positions and different types of work, the formalism of performance evalu
ation, and the failure to effectively apply the performance results.
Through research and combined with the actual situation of S oil production plan
t, the author believes that S oil production plant should attach great importance to perf
ormance management, formulate a scientific performance management plan and perfo
rmance appraisal system in combination with the overall strategic goals and actual sit
uation of the enterprise, set reasonable performance appraisal indicators, and carry out
under the premise of full communication between the two sides of the performance. P
erformance feedback and effective application of performance evaluation results.On t
he one hand, the optimization of the performance management of S oil production pla
II
Abstract
nt can fully mobilize employees' enthusiasm and enthusiasm, so that employees can i
mprove their self-ability while helping to achieve the strategic goals of S oil productio
n plants; on the other hand, it can provide reference and applications for other enterpri
ses with performance management problems.
Keywords: Oil enterprises; performance appraisal; performance management;
optimization research
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