绩效管理是提升企业管理水平，增强企业竞争优势的重要手段，它要求建立 一套系统、完善的管理体系。近年来，绩效管理越来越受到国内企业的重视，虽 然许多企业已建立了各种各样的绩效管理制度，但真正能将其作用完全发挥出来 的企业却比较少，特别是对于中小企业来说。H 公司作为一家已经发展了十年的 中小企业，又由于所处非标准制造行业的特殊性，实施绩效管理制度后产生了许 多问题，如，落后的薪酬机制对绩效管理的影响、绩效指标设定缺乏科学性、缺 乏沟通与反馈等。而且由于 H 公司有限的管理水平，将绩效管理等同于绩效考 核。 本文首先对 H 公司目前绩效管理出现的问题进行了分析，继而根据绩效管 理理论对其进行了改进，提出了需要两步实施的改进方案。第一步要完善绩效指 标体系，H 公司现有绩效指标体系设计粗糙，没有结合自身实际情况。绩效管理 改进方案针对 H 公司所处的发展阶段，依据以 KPI 为核心的绩效管理理论以及 摆幅置权法，通过具体的工作职责和岗位分析，多方面地对现有的绩效管理体系 进行改进。通过战略导向的 KPI 绩效管理制度将 H 公司战略转化为公司内部运 作过程，把战略目标自上而下一层一层地分解为各部门和各员工的具体工作目 标，将公司、部门、个人的绩效目标统一起来，形成自上而下、内在关联的指标 系统，力求做到充分量化地评价职能部门和岗位的工作结果。改进方案的第二步， 要对现有绩效管理制度系统化，完善整个绩效管理体系。H 公司现有的绩效管理 体系其实并不是真正意义上的“绩效管理”，仅仅是不成熟的绩效考核，针对缺 失的绩效计划、绩效反馈、绩效改进等关键环节进行系统地完善，形成一个完整 的闭循环绩效管理体系。改进方案的实施还需要一定的配套措施来保障，如高层 要强力推行、成立绩效管理委员会、完善原有的薪酬制度等。 本文基于科学的管理理论为 H 公司的绩效管理做出改进，并给出相应的配 套保障措施，从而为 H 公司提供了系统的、可操作的改进方案，使 H 公司进入 稳定良性的发展轨道。在改进方案中，将摆幅置权法应用到了考核指标的赋权过 程；保障措施中，针对 H 公司所在非标制造业的特殊性，将项目部作为绩效管 理委员会的主要牵头部门，为改进方案的实施提供了制度的保障。本文为非标准II 制造类企业在实际管理中，建立适合自身情况的具有科学性和实用性的绩效管理 提供一定的借鉴经验。 关键词，绩效管理；改进方案；关键绩效指标；摆幅置权III Abstract Performance management is an important means to improve the management level and enhance their competitive advantages and it requires the establishment of a system to improve the management system. In recent years, more and more domestic enterprises began to pay attention to performance management, but it is only useful to a handful of small and medium-sized enterprises. H company has developed a decade, due to the non-standard manufacturing industry's peculiarities, there have been many problems in the implementation of the performance management system in H company, such as: backward remuneration mechanism, the lack of scientific performance indicators, lack of communication and feedback and because of the limited administrative level of the H company, their performance management is equivalent to the performance appraisal. This paper analyzes the current performance management problems firstly and then proposed a two-step implementation of improvement programs. The first step is to improve the performance indicator system. Existing performance measurement system is not detailed and not on the actual situation. Performance Management Improvement program according to the KPI-core performance management theory and swing weighting and relying on specific job responsibilities and jobs to improve the existing performance management system. Strategic goals broken down into specific objectives of the various departments and employees and to unify the company, department and individual performance objectives to formation of linkages indicator system and strive to achieve full and quantitative evaluation of the results of the work of the functions of the departments and positions. The second step of the improvement program is to systematic performance management system and to improve the overall performance management system. The existing performance management system is just immature performance appraisal. Program increase the missing performance planning, performance feedback, performance improvement and other key aspects to the formation of a complete closed-loop performanceIV management system. In addition, to improve the implementation of the program will take some supporting measures. The program improve H company's performance management based on scientific management theory to make H into the stable and healthy development track. Swing weighting is applied to the empowerment process of assessment indicators and due to the special nature of the non-standard manufacturing, project department is Performance Management Committee lead department. This paper provides some reference experience suitable for their own situation for other similar businesses to establish scientific and practical performance management in practice management. Keywords: Performance management; improvement plan; key performance indicators; swing weighting目 录 第 1 章 绪论.............................................................................................1 1.1 选题背景和研究意义 .................................................................1 1.2 国内外研究综述 .........................................................................1 1.2.1 国外相关研究 ....................................................................2 1.2.2 国内相关研究 ....................................................................3 1.3 研究方法 .....................................................................................4 1.4 主要内容与结构框架 .................................................................5 第 2 章 相关理论基础 ............................................................................7 2.1 绩效管理理论 .............................................................................7 2.1.1 绩效与绩效管理 ................................................................7 2.1.2 绩效管理的内容 ................................................................8 2.1.3 绩效管理的目的 ..............................................................10 2.2 绩效管理的主要方法 ...............................................................10 2.2.1 目标管理法 ......................................................................10 2.2.2 关键绩效指标法 ..............................................................11 2.2.3 平衡计分卡 ......................................................................13 2.2.4 全方位考核法 ..................................................................14 2.3 项目管理理论 ...........................................................................16 2.4 多属性变权决策与摆幅置权法 ...............................................16 第 3 章 H 公司绩效管理现状分析 ......................................................19 3.1 H 公司概述................................................................................19 3.1.1 公司经营发展情况 ..........................................................19 3.1.2 公司组织结构 ..................................................................19 3.1.3 公司员工结构 ..................................................................20 3.2 H 公司绩效管理实施情况 .......................................................22 3.3 H 公司绩效管理存在的主要问题 ...........................................23 3.3.1 落后的薪酬机制对绩效管理的影响 ..............................23 3.3.2 绩效指标设定缺乏科学性 ..............................................24 3.3.3 缺乏沟通与反馈 ..............................................................25 3.3.4 各级员工对绩效管理的认识不足 ..................................26 3.4 H 公司绩效管理存在问题的原因分析 ...................................27 第 4 章 H 公司绩效管理改进方案设计 ..............................................29 4.1 改进方案的设计思路和原则 ...................................................29 4.1.1 设计思路 ..........................................................................29 4.1.2 设计原则 ..........................................................................30 4.2 绩效指标体系的改进 ................................