S 公司作为轨道交通装备零部件供应商欲趁此良机，进一步扩大经营规模，
提高自身竞争力，并努力实现公司的转型和升级。然而 S 公司原有的绩效考核体
系已无法适应和满足其发展需要，也存在许多弊端。将其现有的绩效考核体系进
行研究与再设计并完善成为绩效管理循环体系已经迫在眉睫
本文立足于绩效管理理论，运用了归纳分析法、访谈调查法、理论与实践相
结合、定性与定量相结合的方法，并借助了平衡计分卡、目标管理法、关键绩效
指标法和摆幅置权法等研究工具，实现了对 S 公司绩效考核体系的研究与再设计
其过程大致如下：
首先对 S 公司的发展现状进行了较为详尽的研究和分析，并对 S 公司现有的
绩效考核体系进行了解读，简明地分析了其需改进之处。其次，对 S 公司的绩效
考核体系进行了优化和再设计。补充了绩效反馈、绩效改进等关键环节，从而完
善了整个绩效管理循环体系。最后，论文还为再设计的绩效管理体系提供了一系
列的配套措施来确保其顺利实施
本文的主要成果在于：将目标管理、平衡计分卡、关键绩效指标融合在一起，
为 S 公司建立了战略导向的绩效管理体系，将员工的行为与公司的战略目标结合
在一起，促进了公司战略目标的达成。同时，也为其他类似企业的绩效管理的设
计提供思路和方法
关键词： 绩效管理 战略导向 平衡计分卡 关键绩效指标ResearchAnd Redesign Of PerformanceAppraisal System
Of S Company Of Rail Transit
ABSTRACT
Thanks to the investment and support from the national policy, China&39;s rail
transportation industry has developed rapidly since 11th Five-Year. And along with
China&39;s investment in rail traffic continues to grow, in the 13th Five-Year period and
in the future a longer period of time, rail transportation equipment industry will have
more broad prospects for development.
S company as a rail transport equipment parts suppliers, want to take this
opportunity to further expand the scale of operation, improve their competitiveness,
and strive to achieve the company&39;s transformation and upgrading. However, the
original performance appraisal system of S company has been unable to meet the
needs of its development, and there are many drawbacks. It is urgent to research and
redesign the existing performance appraisal system and become a performance
management cycle system.
This paper is based on the theory of performance management, the use of
inductive analysis, interview investigation method, combining theory with practice,
combining qualitative and quantitative methods, and with the help of the Balanced
Scorecard, Management By Objectives, Key Performance Indicators and the swing
weighting method and other research tools, the study and design of performance the
assessment system of S company The process is as follows:
First of all, it makes a detailed study and analysis of the current situation of S
company, and interprets the existing performance appraisal system of S company, and
briefly analyzes its needs to be improved. Secondly, the performance appraisal system
of S company is optimized and re-designed. The key links such as performance
feedback and performance improvement are added to improve the whole performance
management cycle system. Finally, the paper also provides a series of supporting
measures for the re-design of the performance appraisal system to ensure its smooth
implementation.The main result of this paper is: the Management By Objectives, the Balanced
Scorecard and Key Performance Indicators are combined together to establish a
strategic oriented performance management system for S company, Combine the
employee&39;s behavior with the company&39;s strategic objectives to promote the company&39;s
strategic objectives. At the same time, it also provides ideas and methods for the
performance management design of other similar enterprises.
KEYWORDS：Performance management Strategic orientation Balance Score
Card Key Performance Indicators目 录
1 绪论1
1.1 研究背景和研究目的........... 1
1.2 研究意义....... 2
1.2.1 理论意义.... 2
1.2.2 实际意义.... 2
1.3 研究思路及方法...... 3
1.3.1 研究思路... 3
1.3.2 研究方法... 3
1.3.3 研究创新... 4
1.4 本章小结...... 4
2 绩效管理理论概述...........5
2.1 国内外相关理论研究综述... 5
2.1.1 国外相关理论研究综述.... 5
2.1.2 国内相关理论研究综述.... 6
2.1.3 国内外文献综述评价........ 7
2.2 绩效及绩效管理的含义....... 8
2.3 绩效管理方法选择... 8
2.3.1 目标管理法 8
2.3.2 关键绩效法 9
2.3.3 平衡计分卡 9
2.4 战略导向的绩效管理体系. 10
2.4.1 战略导向的绩效管理...... 10
2.4.2 战略导向的绩效管理体系建立的前提条件...... 10
2.4.3 战略导向的绩效管理体系模型.. 11
2.5 本章小结.... 12
3 轨道交通 S 公司绩效管理现状及问题分析....13
3.1 轨道交通 S 公司概况.........13
3.1.1 轨道交通行业现状.......... 13
3.1.2 轨道交通 S 公司发展状况..........13
3.1.3 轨道交通 S 公司 SWOT 分析....14
3.2 轨道交通 S 公司人力资源现状.....16
3.2.1 轨道交通 S 公司组织结构..........16
3.2.2 轨道交通 S 公司人力资源现状分析......18
3.3 轨道交通 S 公司绩效管理状况分析.........22
3.3.1 S 公司绩效管理现状.......22
3.3.2 公司绩效管理存在问题.. 23
3.3.3 现行绩效管理问题原因分析...... 293.4 本章小结.... 30
4 轨道交通 S 公司绩效管理体系的再设计........31
4.1 轨道交通 S 公司绩效管理体系再设计的基本思路和原则..
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