汽车工业是上海市六大经济支柱之一，是上海市工业板块的龙头。然而，近 年来随着全球汽车工业的蓬勃发展以及中国汽车工业的快速崛起，国内消费者 对汽车产品的要求也越来越高越来越挑剔。在如此激烈的竞争环境下，中国的 各大汽车企业都面临着前所未有的竞争压力，因此都全力以赴地进行新技术新 产品的研发，以实现弯道超车。上海汽车为了增强企业自身的市场竞争力， 也在不断加大研发投入，努力开发出具有市场竞争力的核心技术。在此背景 下，提高知识型员工的绩效管理水平，调动知识型员工的工作积极性，建立一 套研发类知识型人才的绩效考核体系，成为上海汽车可持续发展首要任务。 本文以上海汽车技术中心发动机部员工为研究对象，采用理论与实证研究相 结合、综合研究与比较研究相结合、定性研究与定量研究相结合的研究方法， 研究了上汽技术中心发动机部员工的绩效考核体系。具体而言，本文首先介绍 了绩效考核的相关理论基础，主要包括，绩效考核的概述、绩效考核的方法以 及研发类知识型员工的特点等，其次，介绍了上汽集团及技术中心的发展现 状、发动机部现状，应用问卷调查和访谈法，分析总结出目前上汽技术中心发 动机部员工绩效考核体系中存在的问题，问题主要包括，考核程序不规范、缺 少量化考核指标、缺少沟通等问题。应用目标管理法（MBO）、关键绩效指标法 （KPI）、360 评估法，结合知识型员工特点，设计优化了绩效考核指标体系。在 优化上汽发动机部员工绩效考核指标时，主要是对发动机部的一般管理人员和 一般员工分别进行了绩效考核指标及权重的优化，最后，制定了绩效考核实施 方案保障，并将员工绩效考核的评估结果，应用到员工的薪酬激励，职业发展 和人才选拔体系中。 本文研究上海汽车技术中心发动机部绩效考核制度的目是，为了充分调动发 动机部研发人员的积极性，提高发动机部门绩效，确保实现上汽技术中心战略 目标，同时对我国汽车研发类知识型人才的绩效管理具有一定的借鉴意义。 关键词，研发类知识型人才；绩效考核；目标管理法；关键绩效指标法MBA 学位报告 作者，郭强 上汽技术中心发动机部员工绩效考核优化方案研究 II Abstract SAIC Motor is one of six economic pillars of Shanghai, and it is the leader of Shanghai industrial plate. However, with the vigorous development of the global automotive industry and the continuous rise of China's automotive industry in recent years, domestic consumers currently raise increasingly higher requirements and become more particular about automotive products. In such a fiercely competitive environment, China's major automobile enterprises are facing unprecedented competitive pressures, and meanwhile, they are doing their best to develop new products and technologies so as to realize corner overtaking. In order to enhance the market competitiveness of the enterprise itself, SAIC Motor is also increasing its research input and striving to develop core technologies with market competitiveness. In this context, it becomes the primary tasks to enhance the performance management level of knowledge-based employees, mobilize the enthusiasm of knowledge-based employees and establish a performance management system for R&D knowledge-based talents for the sustainable development of SAIC Motor. This paper takes the employees of Engine Department, Technology Center, SAIC Motor as the research object, and studies the performance assessment system of the employees of Engine Department, Technology Center, SAIC Motor with a combination of theoretical and empirical research, comprehensive research and comparative research, qualitative research and quantitative research. Specifically, this paper first introduces the relevant theoretical basis of performance assessment, mainly including the overview of performance assessment, methods of performance assessment and characteristics of R&D knowledge-based employees, etc. In the next place, this paper introduces the development situation of SAIC Group and Technology Center and the current situation of Engine Department, applies questionnaire survey and interview method to analyze and sum up the problems existing in the employee performance assessment system of Engine Department, Technology Center, SAIC Motor, which mainly include the nonstandard evaluation procedures, the lack of quantitative assessment indexes and the lack of communication. Moreover, it employs Management by Objectives (MBO), Key Performance Indicator (KPI), 360 evaluation method to design and optimize the performance assessment index system combined with the characteristics of knowledge-based employees. When optimizing the performance assessment indexes of the employees of Engine Department, SAIC Motor, it mainly optimizes the performance assessment indexes and weight of general managers and general employees of Engine Department respectively. Finally, it formulates the implementation plan guarantee of performance assessment, and applies the evaluation results of employee performance assessmentMBA 学位报告 作者，郭强 上汽技术中心发动机部员工绩效考核优化方案研究 III into employees' salary incentive, career development and talent selection system. This paper studies the performance assessment system of the engine department of SAIC Motor Technology Center in order to fully mobilize the enthusiasm of R & D personnel of the engine department, enhance the performance of the engine department and ensure the realization of strategic objectives of SAIC Technology Center. Meanwhile, this paper has certain reference significance for the performance management of knowledge-based automobile R & D talents in China. Key words: knowledge-based R & D talents; performance evaluation; management by objectives; key performance indicatorMBA 学位报告 作者，郭强 上汽技术中心发动机部员工绩效考核优化方案研究 I 目录 中文摘要 ................................................I ABSTRACT ............................................... II 一、前言 ................................................1 （一）研究背景....................................................1 （二）研究的目的及意义............................................2 （三）研究方法及研究路线..........................................3 （四）报告结构....................................................5 二、绩效考核相关理论基础.................................6 （一）绩效考核概述................................................6 （二）研发类知识员工的定义及特点..................................8 （三）研发类知识员工绩效考核结构及特点............................9 （四）绩效考核方法...............................................11 三、上汽技术中心发动机部绩效考核现状分析 ................14 （一）上汽集团及技术中心简介.....................................14 （二）技术中心发动机部发展现状...................................15 （三）发动机部员工绩效考核现状调查及问题.........................22 （四）绩效考核问题原因分析.......................................27 四、上汽技术中心发动机部绩效考核方案优化 ................29 （一）新的绩效考核优化目的及思路.................................29 （二）新的绩效考核优化原则.......................................30 （三）绩效考核指标体系的优化.....................................32 （四）绩效考核指标权重...........................................42 （五）绩效考核主体与周期.........................................47 五、上汽技术中心发动机部绩效考核优化方案实施保障 ........48MBA 学位报告 作者，郭强 上汽技术中心发动机部员工绩效考核优化方案研究 II （一）实施步骤与计划.............................................48 （二）实施的保障措施.............................................48 （三）绩效考核的结果运用.........................................50 六、结论与展望 .........................................54 （一）研究结论...................................................54 （二）研究与展望.................................................54