企业未来的竞争是人才竞争，人力资源已然成为第一资源，人力资源管理影 响着整个公司的战略目标落地与实现。而绩效管理作为人力资源管理系统的最核 心的模块。企业对绩效考核的认识还停留在简单的薪酬绩效上，绩效管理成为了 企业发展的瓶颈，要想取得企业的管理上的突破和未来长足发展，深入研究绩效 管理有利于全面提升公司整体管理水平，凸显出人才竞争的优势，制定一份优秀 的绩效考核方案能够推动企业战略目标实现、提高企业绩效管理水准、增强企业 持续发展能力、提升企业市场竞争力。 雁联公司是一家高效技术软件公司，其外包事业部是以人力外包形式为金融 业提供技术和业务服务。本文从公司、人员、考核方法、考核结果分析、考核结 果运用等不同的维度对雁联公司现在正在执行的绩效考核方案进行剖析，揭示绩 效考核长期以来存在的问题：企业管理逐年势弱、缺乏先进的绩效考核方法和理 论指导、没有建立完善的系统数据支持体系等。接着运用绩效考核的各种方法， 挖掘问题成因，即绩效考核与企业战略目标脱节、绩效管理中有些重要环节被忽 视、绩效管理体系不够科学、绩效评价主体比较单一、缺乏高层领导和专业人员 的支持，只重视短期绩效，却忽视长期绩效。根据绩效管理相关理论，对雁联公 司员工绩效考核方案的现状及问题，提出了优化建议：结合公司现状，提出绩效 考核方案优化的目标、思路和原则，以人为本，重视价值导向。提出考核方法优 化建议、部门绩效考核的优化方案、个人绩效考核的优化等。并预示了推行新的 绩效考核方案可能出现的困难和障碍，提出保障性的实施策略。 绩效考核体系的建设任重而道远，不可一蹴而就，牵一发而动全身，优化绩 效考核方案，需要全员参与，消除认知误区，结合企业战略目标，逐步推行，层 层改进，涉及到公司组织架构的调整、人力资源管理的重度配合和指引、企业文 化的重塑、管理层的重视、流程管理的保障等。制定科学合理的绩效考核方案， 不仅能使企业自身的管理水平有很大提升，使整个企业导入一个良性循环，增加 可持续发展能力和企业竞争力，还可以给同行业的企业的绩效管理带来借鉴意 义。 关键词：绩效考核，雁联公司，优化方案II Abstract The future competition of enterprises is talent competition. Human resources have become the first resource. Human resources management affects the landing and Realization of the company's strategic objectives. Performance management is the core module of human resource management system. Enterprises'understanding of performance appraisal still stays on simple salary and performance, and performance management has become the bottleneck of enterprise development. In order to achieve breakthroughs in enterprise management and further development, in-depth study of performance management is conducive to improving the overall management level of the company, highlighting the advantages of talent competition, and formulating an excellent performance appraisal program can promote the strategic objectives of the enterprise. Standard implementation, improve the level of enterprise performance management, enhance the sustainable development ability of enterprises, enhance the competitiveness of enterprises in the market. Yanlian Company is an efficient technology software company. Its outsourcing department provides technical and business services for the financial industry in the form of human resources outsourcing. This paper analyses the performance appraisal scheme being carried out by Yanlian Company from different dimensions such as company, personnel, appraisal method, appraisal result analysis and application of appraisal result. It reveals the long-standing problems of performance appraisal: weak enterprise management year by year, lack of advanced performance appraisal methods and theoretical guidance, lack of perfect system data support system, etc. Then we use various methods of performance appraisal to find out the causes of the problems, that is, the disconnection between performance appraisal and enterprise strategic objectives, the neglect of some important links in performance management, the unscientific performance management system, the single subject of performance appraisal, the lack of support from senior leaders and professionals, the emphasis on short-term performance, but the neglect of long-term performance. According to the Reserch On PerformanceAppraisal Improvement For Staff Of YLINK CompanyIII theory of performance management, this paper puts forward some optimization suggestions on the current situation and problems of Yanlian's employee performance appraisal scheme: combining with the company's current situation, it puts forward the objectives, ideas and principles of the optimization of performance appraisal scheme, which is people-oriented and value-oriented. Suggestions on how to optimize the assessment methods, the optimization scheme of department performance assessment and the optimization of individual performance assessment are put forward. It also predicts the difficulties and obstacles that may arise in the implementation of the new performance appraisal scheme, and puts forward supportive implementation strategies. The construction of the performance appraisal system has a long way to go. It can not be accomplished overnight. It involves the whole body and optimizes the performance appraisal scheme. It requires the participation of all the staff, eliminating the cognitive misunderstanding, combining with the strategic objectives of the enterprise, gradually implementing and improving the performance appraisal system at different levels, which involves the adjustment of the organizational structure of the company, the coordination and guidance of human resources management, the remodeling of the enterprise culture, the attention and flow of the management. The guarantee of process management, etc. To formulate a scientific and reasonable performance appraisal scheme can not only greatly improve the management level of the enterprise itself, lead the whole enterprise into a virtuous circle, increase the sustainable development ability and competitiveness of the enterprise, but also bring reference to the performance management of enterprises in the same industry. Key Words: Performance appraisal; Key Performance Indicators (KPI); YLINKIV 目 录 中文摘要.................................................I Abstract................................................. II 目 录..................................................IV 第一章 引言 ..............................................1 1.1 研究背景与意义..............................................1 1.1.1 研究背景 ...............................................1 1.1.2 研究意义 ...............................................3 1.2 研究方法与思路..............................................3 1.2.1 研究方法 ...............................................3 1.2.2 研究思路 ...............................................4 第二章 绩效考核概念与理论 ................................6 2.1 绩效考核国内外研究综述 ......................................6 2.1.1 国外研究综述 ...........................................6 2.1.2 国内研究综述 ...........................................7 2.2 绩效考核相关理论基础........................................8 2.2.1 绩效概念 ...............................................8 2.2.2 绩效管理与绩效考核 .....................................9 2.2.3 绩效考核主要方法 ......................................14 第三章 雁联公司员工绩效考核现状评价 .....................19 3.1 雁联公司简介...............................................19 3.1.1 雁联公司组织架构 ......................................19 3.1.2 雁联公司近三年来三条业务线的销售总额 ..................20 3.1.3 雁联公司外包人员概况 ..................................20 3.2 雁联公司现行员工绩效考核方案...............................21 3.2.1 考核方法 ..............................................22 3.2.2 考核指标 ..............................................22 3.2.3 考核者与被考核者 ......................................23V 3.2.4 绩效评价结果应用 ......................................24 3.3 雁联公司现行员工绩效考核方案的调查.........................25 3.3.1 调查与访谈的目的 ......................................25 3.3.2 调查问卷设计 ..........................................25 3.3.3 样本数量 ..............................................26 3.3.4 调查样本结构 .........