如何将实践与理论结合来研究绩效管理在企业中的运用，来提升和促进企
业管理水平和竞争力，主要研究以下五个方面内容：一是科学的绩效管理方法
在企业实际中的应用；二是如何提取和制定合理有效的绩效考核指标；三是如
何确保绩效管理主体评价的公正性；四是绩效评价结果的可区分度；五是绩效
结果的在企业的有效应用
本文从阐述 CW 公司绩效管理存在的现实问题开始，根据相关理论知识，尝
试找到成功实施绩效管理的关键方法和有效思路，帮助 CW 公司从思维习惯、具
体措施方法及落地执行等方面，建立切合 CW 公司实际的绩效管理体系。尝试提
出以改善激励为核心的绩效管控体系，让考核和激励各占 50%，带动管理模式创
新。从绩效管理共识、制度设计、指标提取、数据量化、系统反思、过程管控、
辅导、阶段总结、阳光文化、风险管理等十个方面对照 CW 公司实际进行优化研
究。以岗位责任归位和结果导向来改善岗位绩效，以赛马机制和团队协作提升
部门绩效，最终提高 CW 公司管理效率和水平
绩效管理体系的建立和设计难在于根据企业的实际特点寻求针对性的解决
思路。因此，本文以 CW 公司为例，总结十年来公司在绩效管理不同发展阶段的
成功经验和失败教训，对其进行归纳分析，并以此为基础提出优化和改进建议，
试图寻找一套符合同类企业又具有较强操作性的绩效管理体系
关键词：绩效管理 人力资源管理 绩效管理体系优化III
Abstract
Enterprise management is the essence of human resource management and
performance management in human resource management in the core position, no
matter at what stage of development of enterprises, performance management to
enhance the competitiveness of enterprises has a great role in promoting. It is an
important management tool for enterprise strategic landing. But from the point of
view of practice, the performance of domestic enterprises face a lot of problems and
confusion, which the most important is how to establish the organization structure
based, to management as the main line, to evaluation index as the core, to the contract
as the carrier, to pay and development as the driving staff performance management
system.
How to further from the theory and practice of combining point of view to study the
application of performance management system in the enterprise, to promote the
improvement of enterprise management level and competitiveness, the main research
contents have the following five aspects, first, advanced performance management
methods how and enterprise actual with the combination. Second, how to
scientifically and effectively develop key performance indicators. Third, how to
ensure the reliability of the evaluation of the main performance evaluation. Fourth,
the results of the performance evaluation of acceptability. Fifth, the results of the
performance of the enterprise in many aspects of the reasonable application.
This article starts from the discussion of the problems existing in the performance
management of CW company, in accordance with the relevant theoretical knowledge,
try to find success implementation key method of performance management and
effective way to help CW company from the habit of thinking, specific measures and
landing execution, set up the meet CW company actual performance management
system. Try to put forward to improve the incentive as the core of the performance
management and control system, so that the assessment and incentive of 50%, driven
by the management model innovation. From the consensus of performanceIV
management, system design and index extraction, data quantization, reflect on the
system, process control, counseling, stage summary, sun culture, risk management in
ten aspects, such as the control of CW company actual optimization study. To post
responsibility homing and result oriented to improve job performance and mechanism
for horse racing and team collaboration to promote department performance, and
ultimately improve the CW company management efficiency and level.
The establishment and design of performance management system is difficult to
find a specific solution based on the actual characteristics of enterprises. Therefore,
this paper to CW company as an example, to summarize ten years company in the
successful experience and failure lessons of the performance management in different
stages of development and the of inductive analysis, and thus based on the proposed
optimization and improvement suggestions, trying to find a consistent with most
similar enterprises in our country and has strong operational performance
management system.
Keywords: Performance management Human resource management
Performance management system optimizationV
目录
第 1 章 绪论...1
1.1 选题的背景和意义 ......1
1.1.1 选题的背景 .........1
1.1.2 选题的意义 .........1
1.2 主要内容及框架内容 2
1.2.1 主要内容 ..2
1.2.2 框架结构 .2
1.3 研究思路与方法 ..........3
1.4 研究特色与创新 ..........4
第 2 章 相关理论与文献综述...........5
2.1 绩效管理的相关理论 5
2.1.1 绩效、绩效考核、绩效管理的涵义 ...5
2.1.2 绩效考核与绩效管理的区别与联系 ...5
2.1.3 绩效管理的基本原则 ...6
2.1.4 绩效管理的角色归位 ...6
2.2 绩效管理的主要工具及方法 7
2.2.1 平衡计分卡(Balanced Score Card).......7
2.2.2 关键指标绩效（KPI）.8
2.2.3 目标管理法(MBO) .......8
2.2.4 经济增加值（EVA） ...9
2.2.5 四种指标设计方法的比较 .......9
2.3 绩效管理的流程 ......10
2.3.1 绩效计划 .........10
2.3.2 绩效执行 .........10
2.3.3 绩效评估与反馈 .........11
2.3.4 绩效结果的运用 .........11
2.4 绩效管理相关文献回顾 ......11
2.4.1 国外相关文献综述 .....11VI
2.4.2 国内相关文献综述 .....12
第 3 章 CW 公司绩效管理现状、问题及原因分析..........13
3.1 CW 公司简介...........13
3.1.1 CW 公司简介..13
。。。以上简介无排版格式，详细内容请下载查看
==>>