本文以激励理论和绩效考核理论为支撑，研究 Z 集团公司目前的考核体系，发现该
公司存在沟通、流程、反馈机制等不足。在此基础上本文通过调查问卷，访谈等形式有
效了解员工对公司绩效考核体系满意程度以及绩效考核体系存在的问题，探讨绩效考核
体系中需要修正的指标
依据实际情况，本文重点引入系统的 KPI 和平衡计分卡的思想，对考核方案优化设
计，制定合适的权重配比。在此过程中，对考核原则、方法、流程、周期进一步明确，
并建立了绩效考核指标体系，进而改变了岗位决定绩效的单一做法，有助于提高员工积
极性
同时，论文对方案实施中的重要环节进行梳理总结。从而一定程度上解决了有考核
形式缺激励效果，有考核内容缺人员指导，有考核过程缺反馈沟通等问题。保持了企业
发展壮大过程中企业与个人共同进步、共同增效的目标一致性需求。最后制定相应的保
障措施以促进 Z 集团公司绩效考核体系的创新发展，为其战略目标的早日实现提供人力
资本基础
关键字：绩效考核体系；KPI；绩效考核指标；平衡计分卡II
Abstract
The present era is the era of global competition, and the competition among enterprises is
becoming increasingly fierce. Under the background of China&39;s macro control, China&39;s
state-owned construction enterprises are not only facing international and domestic
competition, but also facing the difficult situation of double growth of economic construction
tasks and labor costs. In order to meet the new changes and improve staff team performance,
Z group urgently needs to optimize and establish a new performance appraisal system.
Based on the motivation theory and performance appraisal theory, this paper studies the
current assessment system of Z group company, and finds that the company lacks
communication, process and feedback mechanism. On the basis of this article through the
questionnaire, interviews and other forms of effective employees understand the company&39;s
performance appraisal system satisfaction and performance appraisal system, to explore the
need to modify the performance appraisal system in the index.
According to the actual situation, this article focuses on the introduction of the system of
KPI and balanced score card thinking, to optimize the design of the examination plan, the
formulation of appropriate weight ratio. In this process, the assessment principles, methods,
processes, cycle further clear, and establish performance appraisal index system, and then
change the single approach to determine the performance of the job, help to improve the
enthusiasm of the staff.
At the same time, the paper summarizes and summarizes the important links in the
implementation of the scheme. To a certain extent, it solves the problems such as lack of
assessment, lack of motivation, lack of guidance, assessment process, lack of feedback,
communication and so on. Maintain the development of enterprises in the process of
enterprise and individual progress together, synergy target consistency requirements. Finally,
the corresponding security measures should be formulated to promote the innovation and
development of Z group&39;s performance appraisal system, and provide the human capital base
for the early realization of its strategic objectives.
Key words: performance appraisal system; KPI; performance evaluation index system;
Balanced Score CardIII
目录
第 1 章 绪论....1
1.1 选题背景和选题意义...........1
1.1.1 选题背景........1
1.1.2 选题意义........1
1.2 国内外研究现状.......2
1.2.1 国外研究现状2
1.2.2 国内研究现状2
1.3 研究主要内容...........3
1.4 研究方法及创新点...4
第 2 章 相关理论基础5
2.1 绩效考核的相关理论...........5
2.1.1 绩效的含义....5
2.1.2 绩效考核的含义........5
2.1.3 绩效考核的原则........5
2.1.4 绩效考核的工具........6
2.1.4.1 目标管理....6
2.1.4.2 关键绩效指标........6
2.1.4.3 平衡计分卡6
2.2 激励相关理论...........7
2.2.1 需求层次理论7
2.2.2 公平理论........7
2.2.3 双因素理论....8
2.3.4 团队生产理论8
第 3 章 Z 集团公司绩效考核现状分析.........9
3.1 公司概况.......9
3.1.1 公司基本情况9
3.1.2 公司组织结构..........11
3.2 绩效考核体系现状.12
3.2.1 考评领导小组..........12
3.2.2 考评对象......13IV
3.2.3 考核指标体系..........13
3.2.4 考核评价标准..........14
3.2.5 考核结果的运用......14
3.3 绩效考核体系存在的问题.15
3.3.1 问卷调查分析..........15
3.3.2 考核指标不健全......18
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