本文的探讨范围定位于甘肃通信工程监理有限公司的监理人员。由于缺乏有效的管 控和激励，出现监理人员工作热情不高，责任心不强，导致监理服务质量差，引起业主投 诉和顾客满意度不高的现象。为了彻底改变这种现状，本文运用人力资源管理的理论知识 分析研究，提出一套符合公司实际的监理人员绩效考核办法，以期提高员工满意度，增强 企业竞争实力。 在报告中，针对甘肃通信工程监理有限公司监理人员绩效考核的现状，分析存在的 问题。在此基础上，提出了监理人员绩效考核方案，以平衡计分卡(BSC)的基本原理作为 指导思想，运用关键业绩指标(KPI)的方法，将公司目标分解到项目部及每个监理岗位， 结合周边绩效考核指标对监理人员进行考核。 随后，探讨了绩效考核指标的设定、分值权重的确定、考核周期、考核人员等。重 点研究确定了项目监理机构及各类监理人员的 KPI 考核量表。采用强制分布等方法对每个 监理人员的业绩等级做出评定。 最后，探讨了绩效考核方案的实施。初步研究了绩效考核结果的应用，提出了薪酬 改革建议方案。从动员与培训、沟通与反馈、激励与约束等方面阐述了保证绩效考核方案 顺利实施的措施。 【关 键 词】绩效考核 平衡计分卡 关键业绩指标 激励 【研究类型】应用研究2 TITLE:GANSU COMMUNICATIONS ENGINEERING SUPERVISAL CORPORATION SUPERVISAL PERSONNEL PERFORMANCE EVALUATION PLAN Major: Master of Business Administration Name: Liang Lin Signature: Superviser，Zhang Genneng Signature Defense Date: Abstract This thesis is targeted at the supervisory personnel of Gansu Communications Engineering Supervisal Corporation, whose poor performance in supervisal, as a result of the lack of an effective control and encouragement, and, therefore, of the lack of employees conscientiousness and sense of responsibility, has given rise to clients’ complaints and clients’ dissatisfaction. To bring about a thorough change in the situation, through the analysis and study based upon the basic theories of human resources management, tries to find out a practical method of supervisory personnel performance appraisal that can meet the practical corporate needs, so as to raise employee satisfaction and enhance the strength of enterprise competition. In accordance with the present situation, this thesis makes a careful analysis of the problems involved, and on the basis of this, brings forword some proposals, adopting of the basic theory of the BSC as a guiding principle, using KPI to further break down corporate objectives specifically to each supervisal department and each supervisal post. It makes an overall appraisal of personnel performance in connection with other related indications. In addition, it discusses ways of the setting of performance evaluation indications and of the value and designation, focusing on the formulation of the KPI appraisal sheet for project supervisal department and personnel, which, through the use of compulsory distribution and other approaches, evaluates the performance of each supervisor. In the end, the article also delves into the implementation of the performance appraisal plan. It preliminarily examines the application of performance oppaisal and set forth salary adjustment proposals. It tries to set a support system about mobilization and training, communication and feedback, encouragement and restriction to guarantee the success of the plan. 【Key Words】performance evaluation BSC KPI encouragement 【Research type】applied research1 目 录 1 导论................................................................................................................................................................. 1 1.1 研究背景.................................................................................................................................................. 1 1.2 研究意义.................................................................................................................................................. 1 1.3 研究内容.................................................................................................................................................. 2 2 理论综述......................................................................................................................................................... 3 2.1 绩效考核概况.......................................................................................................................................... 3 2.1.1 绩效考核的发展历程....................................................................................................................... 3 2.1.2 我国绩效考核的现状....................................................................................................................... 4 2.2 绩效考核的类型...................................................................................................................................... 5 2.3 绩效考核的常用方法.............................................................................................................................. 5 2.3.1 平衡计分卡法（The Balance Scorecard，BSC） .......................................................................... 5 2.3.2 关键业绩指标法（Key Performance Indicators，KPI）................................................................ 6 2.3.3 目标管理法(MBO) ........................................................................................................................... 6 2.3.4 360 度考核法（360-degree feedback）........................................................................................... 6 2.3.5 标杆超越法....................................................................................................................................... 7 2.3.6 其它的常用绩效考核法................................................................................................................... 7 2.4 各种绩效考核方法的优缺点比较 .......................................................................................................... 8 2.5 绩效考核的常见误差及避免误差的对策 .............................................................................................. 9 2.5.1 绩效考核的常见误差....................................................................................................................... 9 2.5.2 避免工作绩效考核过程中误差的对策 ......................................................................................... 11 3 甘肃通信监理公司监理人员绩效考核现状及问题................................................................................... 13 3.1 公司概况及经营现状............................................................................................................................ 13 3.1.1 公司概况......................................................................................................................................... 13 3.1.2 经营现状......................................................................................................................................... 13 3.2 组织机构和人员构成............................................................................................................................ 14 3.2.1 组织机构......................................................................................................................................... 14 3.2.2 人员构成......................................................................................................................................... 15 3.3 监理人员绩效考核现状........................................................................................................................ 17 3.3.1 考核目的......................................................................................................................................... 19 3.3.2 考核指标和考核标准..................................................................................................................... 19 3.3.3 考核人员......................................................................................................................................... 19 3.3.4 考核周期.............................................................................................................................