其中有效的绩效考核体系就是一个企业快速发展的重要保障之一。如何根据企
业的特点，构建一套切实可用、高效的绩效考核体系是当前每个企业管理者面
临的重要问题。本文以 SK 公司为研究对象，阐述了 SK 公司人力资源和绩效考
核的现状，找出了现阶段存在的主要问题：绩效考核的制定与公司战略目标缺
乏一致性；过分强调员工的工作结果绩效；没有对员工进行考核前的培训；绩
效考核过程缺乏沟通；绩效考核结果缺乏反馈与应用等问题
针对公司绩效考核体系中出现的上述问题，本文认为其中原因主要包括：
绩效考核制定的目标定位不清；工资结构设计趋于简单；考核者本身素质和实
施能力的欠缺；员工个人发展与公司发展目标分离等等。通过系统学习相关理
论和切实研究公司实际现状后，本文从考核原则、目标以及指导思想的确定，
到考核方法的选择以及考核周期、流程、措施等方面的确定为 SK 公司构建了
一套新的绩效考核体系。并在文章最后为公司提出了保障新绩效考核体系能够
顺利实施的相关保障措施
本文的研究对 SK 公司的绩效考核工作有着非常重要的理论价值和现实意义，
同时本文的研究也将对同行业的其它公司提供绩效考核方面的指导，具有重要
的借鉴意义
关键字：绩效考核体系；绩效考核；关键绩效指标；平衡计分卡Abstract
Today, the international and domestic market is developing rapidly, and the
competition between enterprises becomes more and more competitive. In order to
improve their competitiveness in the fierce market environment, enterprises must
consider how to carry out effective management and technological innovation. The
effective performance management system is a key to ensure the rapid development
of the enterprise, the research on how to create the performance management system
and how to ensure the successful operation of the performance management system
has become the focus of the enterprise management reform issues.
This paper takes SK company as the research object. Firstly, this paper
respounds the present situation of human resource and performance management of
SK company, and finds out the main problems existing in the present stage: employee
job performance and enterprise development goals, performance evaluation , lack of
effective use of assessment results. Then the paper analyzes the current situation, and
points out the reasons for these problems are: the implementation of the performance
management is not clear, the SK company&39;s salary system is too simple, performance
assessment of their own ability and quality of the staff and the company&39;s
development and other separation.
This paper mainly uses the qualitative and quantitative research method and
comparative study method, on the basis of the analysis of the current situation and
causes, and puts forward the concrete steps and methods of constructing the SK
company&39;s performance management system. Firstly, the paper defines the principles
and objectives of the performance management system, and then builds the
performance evaluation index system, the key performance index method and the
balanced scorecard method, the way of the assessment method, the assessment cycle
is divided into quarterly and annual assessment.Effective performance management
system not only needs a reasonable design, but also needs some system and policy
guarantee. In this paper, we give the concrete suggestions and opinions from three
aspects: the establishment of system, process control and supervision, performance
evaluation results, and so as to ensure the performance management system to meet
the expected objectives.
The research of this paper has very important theoretical value and practical
significance to the performance management of SK company. At the same time, this
paper will also provide guidance to other companies in the same industry, which has
important reference value.
Keywords: performance management system; performance evaluation; key
performance indicators; Balanced Scorecard目 录
第 1 章 绪论......1
1.1 研究背景和研究意义 ..1
1.1.1 研究背景 .......1
1.1.2 研究意义 .......2
1.2 研究思路与方法 ..........2
1.3 研究构架 ..........2
第 2 章 概研究念界定及文献回顾......4
2.1 概念界定 ..........4
2.1.1 绩效........4
2.1.2 绩效考核 5
2.1.3 绩效考核体系 ....8
2.2 绩效考核研究回顾 ....11
2.2.1 国外绩效考核体系研究..........11
2.2.2 国内绩效考核体系研究..........13
2.3 绩效考核方法 14
第 3 章 SK 公司绩效考核现状及问题分析...17
3.1 SK 公司简介 ..17
3.2 SK 公司人力资源和绩效管理现状 ..18
3.2.1 SK 公司人力资源管理现状 ....18
3.2.2 SK 公司绩效考核管理现状 ....18
3.3 SK 公司绩效考核存在的问题和原因 ..........20
3.3.1 存在的问题......20
3.3.2 问题的成因......22
第 4 章 SK 公司绩效考核体系的构建...........24
4.1 SK 公司绩效考核体系的构建过程 ..24
4.1.1 SK 公司绩效考核体系构建的指导思想 ........24
4.1.2 SK 公司绩效考核体系构建的目的 ..
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