本文选取了国内最大一家客车制造企业 YT 客车公司作为研究
案例，对其员工绩效管理体系进行深入探讨。首先，基于人力资源
管理理论，本文阐述了绩效管理的内涵以及与绩效考核的差异，并
对绩效管理的流程进行了梳理。目标管理法、关键绩效指标管理法、
平衡积分卡法是员工绩效管理的重要分析工具，本文对其进行了详摘要
II
细介绍，并比较它们的优缺点，为 YT 客车客户管理体系的优化奠定
理论基础。其次，探究 YT 客车公司现有的员工绩效管理状况，并通
过调查问卷、访谈等方式深入探究了其员工绩效管理中存在的问题
与原因
研究发现，YT 客车公司不管是管理人员还是普通员工对绩效管
理的内涵理解存在严重偏差，仍将“绩效管理”等同于传统的“绩效考
核”；员工绩效管理的制定也存在着严重的不合理问题，员工绩效管
理的战略导向性不足，绩效管理指标设计不科学，没有充分体现出
提升员工工作能力的目的；绩效管理的实施过程也极不规范，绩效
管理计划的制定员工参与度普遍偏低，相关管理人员缺乏对绩效管
理的辅导，绩效管理反馈沟通不畅，缺乏投诉机制等；另外，YT 客
车公司的员工绩效管理结果应用较为单一，大部分仅用于员工薪酬
的方法上，严重制约了人力资源的优化配置
为了提升 YT 客车公司员工绩效水平，必须对其员工绩效管理
体系进行优化。本文认为，在进行员工绩效管理体系的优化时，需
要对绩效管理中的“绩效计划、绩效计划的实施与管理、绩效评估、
绩效诊断和反馈、绩效评估结果的应用和绩效信息的收集与处理”等
六大子系统进行系统考量，同时，绩效管理与岗位管理、薪酬管理
相辅相成，在优化绩效管理的同时，也必须对公司的岗位管理体系、
薪酬管理体系进行综合优化；在推进绩效管理的实施中，要特别注
意公司的全员参与性，循序渐进的推进实施
基于这些原则，本研究从绩效管理的计划、辅导、评估、结果
应用、制度等不同层面进行了优化设计，为保证优化后的员工绩效
管理体系的落实，需要 YT 客车公司不管是管理人员，还是普通的员
工，在思想上要梳理正确的绩效管理理念，把绩效观念深入到日常
的生产经营中去；构建强有力的具有不同层次的组织保障体系，推
动新的绩效管理体系的有效运行；采用先进的信息通讯设备与技术，摘要
III
构建信息化绩效运行平台。最后，要不断完善各项制度体系，为优
化后的员工绩效管理体系提供强有力的制度保障
关键词：绩效管理；人力资源；客车制造ABSTRACT
IV
STUDY ON OPTIMIZATION OF EMPLOYEE PERFORMANCE
MANAGEMENT SYSTEM IN YT BUS COMPANY
ABSTRACT
With the continuous development of China opening has intensified and the economic and
social Chinese, automobile manufacturing industry gained rapid development in the past thirty
years, especially since the new world is to maintain a rapid growth spurt, Chinese has become the
world&39;s first big car sales. China&39;s auto manufacturers are also constantly out of the country,
accelerate integration into the global production system. However, the development of the
globalization also brings the competition environment of automobile manufacturing market is
becoming more and more serious, the future development of China automobile manufacturing
industry will also be the last expansion to structural adjustment and industrial upgrading.
Especially in the current macroeconomic situation, the global economic recovery is weak, China
economic growth rate continued to decline, has entered the new economic norm, the state
proposed to promote the supply side structural reform, as an important strategic industry, how to
face the global automotive manufacturing industry production and sales network, continue to
promote the upgrading of the structure, occupy a space for one person in the increasingly intense
competition Human resource is the key factor for the industrial development and
competitiveness, and as the enterprise human resources management is one of the key
subsystems, performance management has received wide attention from all sectors of society.
Therefore, the study of enterprise employee performance management system is of great
significance to improve staff performance, optimize the allocation of human resources, promoteABSTRACT
V
the realization of enterprise development strategy and enhance the market competitiveness of
enterprises.
In this paper, YT bus company, one of the largest bus manufacturer in China, is selected as a
case study to discuss the performance management system. First of all, based on the theory of
human resource management, this paper elaborates the connotation of performance management
and the difference between performance management and performance management. The target
management method, key performance index management method, balanced scorecard method is
an important analysis tool of performance management, this paper gives a detailed introduction
to its, and compared their advantages and disadvantages, lay the theoretical foundation for the
optimization of YT bus customer management system. Secondly, to explore the current situation
of employee performance management in YT bus company, and through the questionnaire,
interviews and other methods to explore the problems and causes of their performance
management. The study found that YT bus company whether managers or general staff to
understand the connotation of performance management there is a serious deviation, will
continue to performance management is equivalent to the traditional performance evaluation;
development of employee performance management also exists unreasonable problems, lack of
strategy oriented performance management, performance management index the design is not
scientific, not fully reflect the objective to enhance staff capability; the implementation process of
performance management is not standardized, the performance management plan of employee
involvement is generally low, the lack of relevant management personnel performance
management performance management guidance, feedback communication, lack of complaint
mechanism; in addition, the performance of employees YT bus company management
application is relatively single, most only method for employee compensation, seriously
restricted the human resource optimization To configure
In order to improve the performance level of YT bus company, it is necessary to optimize
the performance management system. This paper argues that in the optimization of the
performance management system, the need for performance management in the performance
plan, implementation and management of the performance plan, performance evaluation,ABSTRACT
VI
performance evaluation and feedback, performance evaluation and performance results of the
application of the information collection and processing of other six subsystems are considered,
at the same time, complementary performance management with the post management, salary
management, the performance management optimization at the same time, also must carry on
comprehensive optimization of post management system, salary management system; in the
implementation of performance management in advance, pay special attention to the participation
of the whole company, step by step imple
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